The practice opens in ninety days. Enrollment does not care.
You have the lease, the entity, the staffing plan and the build-out on a timeline. Then payer enrollment slips, the first claims go out under an application that has not cleared, and the practice opens into a cash gap that was entirely predictable in month one.
- check_circleCredentialing + billing together
- check_circleNo fee until collections start
- check_circleLegacy A/R scoped separately
- check_circleFree client collateral
What a practice startup consultant or broker gets from this partnership
MedPrecision runs provider credentialing, payer enrollment and outsourced billing as one engagement, which matters for a new practice because enrollment gates the first collectable dollar. Pricing is a percentage of collections — 7.0% solo, 6.0% group — so a pre-revenue practice pays nothing while it is still opening. Partners get a co-branded practice launch billing readiness checklist, the free 32-document enrollment checklist to hand clients before any vendor is chosen, and legacy A/R recovery scoped as its own project for transactions rather than folded into a monthly percentage.
- Enrollment and billing owned by the same team
- Percentage-of-collections pricing: a pre-revenue practice pays nothing
- Legacy A/R priced as a project, so a buyer can actually value it
- Enrollment and vendor-scoring collateral is free and ungated
The sequence that decides whether opening week collects
Four decisions, all of which land before the practice sees a patient.
Before the lease is signed
Entity, EIN and NPI decisions constrain everything downstream. A group NPI applied for late, or a taxonomy code chosen carelessly, re-opens every payer application later.
Document gathering, not payer applications
Enrollment stalls on missing paperwork rather than payer processing. Front-loading the document set — and tracking what expires — is the single highest-leverage thing a startup consultant can push a client to do early.
CAQH complete, then authorize payers
Commercial payers pull from CAQH ProView. Attestation and uploads finished before payers are authorized prevents the request-and-wait loop that eats calendar weeks.
Billing model decided before doors open
The first claim goes out in week one whether or not anyone has decided who works it. A practice that opens with no billing owner accrues an aged A/R bucket before it has a full patient panel.
Why enrollment stalls, and what it costs your timeline
Payer enrollment rarely stalls inside the payer. It stalls on documents. Our published enrollment checklist breaks the requirement into 32 documents across six categories — identification, education, licensure, insurance, practice information and disclosures — and the recurring failure is not that a practice cannot obtain them, it is that nobody gathers them until a payer asks. Licensure and malpractice documents add a second trap: payers generally will not credential against a licence or policy that expires inside the verification window, so a document that is technically current can still be rejected.
The consultant version of this problem is that it lands on your timeline and not the biller’s. You are the one holding a launch date. The fix is unglamorous and entirely front-loadable: gather the document set, complete and attest CAQH, and only then authorize payers — which is exactly what the provider enrollment checklist walks a client through. It is free, ungated, and it works whether or not the practice ever hires us.
Three revenue-cycle problems that surface after the close
Each one is cheaper to handle in diligence than in the first quarter of new ownership.
The buyer inherits an A/R nobody has valued
Aged balances in the seller’s system are the least-diligenced number in most small practice transactions. What is genuinely collectable, what is past timely filing, and what was already written off are three different figures, and they rarely appear separately in the package.
Credentialing does not transfer with the asset
A change of ownership, tax ID or entity structure can require re-enrollment. A buyer who assumes existing payer participation carries over can open under a new TIN and watch claims reject for weeks.
The seller’s biller leaves with the seller
In-house billing staff frequently do not survive the transition, and an outgoing owner’s outsourced biller has no incentive to work the tail. Somebody has to own the last ninety days of the old entity’s claims.
For a transaction, the useful offer is the free billing audit run on the seller’s A/R before the deal closes — a written gap analysis within 5 business days of read-only access, showing what is collectable, what is past timely filing, and what was already adjusted off. Either side can commission it and neither has to engage us afterward.
What startup consultants and brokers ask us first
Co-brand the launch checklist
A practice launch billing readiness checklist carrying your firm’s name, built around your launch methodology.
Start a partner conversation arrow_forwardWhen should a startup client actually talk to a biller?
Before payer applications go out, not after the doors open. The billing decision determines who owns enrollment, which clearinghouse the practice connects to, how the fee schedule gets loaded, and who works the first rejection. A practice that picks a biller in month one of operation has already generated claims that nobody was watching. Bringing us in during planning costs the client nothing — there is no fee until collections start, because pricing is a percentage of collections.
Do you handle credentialing and enrollment, or only billing?
Both. MedPrecision runs provider credentialing and payer enrollment as standalone services — Medicare PECOS, Medicaid, and commercial payer applications, plus re-credentialing and revalidation. For a new practice they are usually the same engagement: enrollment gates the first dollar, so it makes little sense to separate the team that files the application from the team that works the claim it eventually allows.
What can I give a client who has not decided anything yet?
Two things, both free and ungated. The provider enrollment checklist lists 32 documents across six categories — identification, education, licensure, insurance, practice information and disclosures — so a client can start gathering before they have chosen anybody. The billing vendor evaluation scorecard scores any vendor, including us, against 27 weighted criteria. Hand over both and stay out of the middle.
How does this work for a practice broker rather than a startup consultant?
The same relationship pointed at a different moment. On the sell side, a clean A/R and a documented collection position make a practice easier to value and faster to close. On the buy side, the buyer needs somebody to work the tail of the old entity’s claims and to re-enroll under the new tax ID before the new entity starts submitting. We scope legacy A/R recovery as its own project rather than folding it into a monthly percentage, which is what a buyer needs in order to price it.
Is there a referral fee, and can I take it?
Where a fee applies it is a flat amount agreed in writing before any introduction, never a percentage of the practice’s collections. Whether you can take it depends on who you are: consultants and brokers generally can, while physicians, practice owners and anyone positioned to influence patient-care or ordering decisions cannot, and several states restrict the arrangement further. The full structure and the sources behind it are on the main partners page — and every non-cash offer here is available on the fee-free track regardless.
What a new practice needs
For a transaction
Bring us in while the launch date is still moveable
Enrollment is the constraint on opening-week cash, and it is almost entirely front-loadable. Introduce us during planning and your client pays nothing until collections start — percentage-of-collections pricing means a pre-revenue practice owes us nothing at all.
- check_circleNo contract
- check_circleNo setup fees
- check_circleReply within 1 business day