THE BRIEF
To automate our process so our business can grow, allowing our staff to focus on customer engagement.
This Revenue cycle management system would link with our customers scheduling software and our
clearinghouse, intelligent enough to work with both systems.
With our clients working within healthcare, claims need to be processed, a biller works within the government created software to view if the visitation is approved for a specific amount of hours.
The visit is then tracked in a hospital tracking/management system called Axiscare. When the visit is concluded and there is a payment needed to be made, it is sent to a clearinghouse called Claim.MD, where it approves or rejects a claim and then sends it back to AxisCare where Centex then sends an invoice for services rendered through Quickbooks.
THE TARget
Billers spend an overwhelming majority of their time manually checking if a patient has approved hours for a service, when the service was billed, if the claim has been approved, and finally keeping a manual spreadsheet of what has been billed versus received.
Working with a Development Architect, I created a roadmap to successfully launch an all-inclusive product to minimize time on task.
This was done by the help of our development architect who had a good idea of how to build a headless CRM with all of the needed integrations while I tackled visually aligning our teams with external stakeholders to ensure we understood what tasks were required immediately and ensure the roadmap could be broken into sprints.
CREATING MILESTONES AND FOSTERING COLLABORATION WAS THE BEST SCENARIO TO ENSURE PRODUCT SUCCESS.
As this type of product with so many touchpoints needed to be understood widely by product, dev, and design, the need for use case clarity was imperative for success. I created diagrams of the happy paths, as well as researched how the current structure works to better understand why our users have the manual workflow that is in place.
As my background was not as technical with API integrations, I leaned on the head of dev to assist on determining timelines while I parsed the sprints into manageable tasks to move us forward continually.
As our team had all of the resources needed, we focused on researching what integrations existed between all of the portals listed above.
Thankfully, the VA, the management software, and the clearinghouse already allowed these to connect with and data scrubbing was our main focus as there were thousands of pieces of information that we needed to parse.
Over four months we tackled one integration at a time, allowing users to see patient authorizations, alert billers when something was rejected or approved, track all expenses and invoice clients for services rendered. We leaned on a headless CRM using Strapi to allow the robustness of this product while maintaining an ease of use for our users.
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THE OUTCOME
12 alpha testers provided weekly feedback to allow us to iterate on smaller UI issues that minimized even more time that was spent on the platform so they could focus on client rentention and engagement.
Users no longer had to continuously check one platform for authorized hours, another for the claim status, everything is possible directly from our internal platform. One click from a single tab was equivalent to 4 minutes of work on their past workflow. The amount of time saved per day allowed their teams to focus on their clients experience instead of repetitive, manual, housekeeping.
Van Gogh