The economics of the revenue cycle have shifted, and leaders must move beyond traditional metrics to a more holistic, data-driven approach to performance management. Rising costs, payer pressure, and the pivot to value-based care demand a new economic model for the revenue cycle — one that treats cost containment not as cutting, but as investing smarter. This session will move beyond surface-level KPIs to explore how next-generation benchmarking, Lean Six Sigma discipline, and artificial intelligence converge to create a new framework for financial performance. Attendees will learn how to calculate the true economic impact of inefficiencies, benchmark against high-performing peers with intelligence (not averages), and use predictive analytics to anticipate — not just react to — revenue challenges. Designed with an executive lens, this session connects frontline process improvements directly to operational and financial strategy. It reframes the revenue cycle as a strategic engine for growth, resilience, and payer leverage in a margin-compressed market, with cost containment as the discipline that turns efficiency into lasting financial advantage. 

This intensive workshop is designed help you understand and apply payer-negotiated rate data to your financial and managed care strategy, and to use those insights to draft and implement a payer contracting strategy for your organization. The session provides an overview of the Transparency in Coverage (TiC) data set for payer-negotiated rates. Instructors will guide attendees through a step-by-step process to audit credentialing files, query meaningful data, and put that information to work in payer contract negotiations. Case studies will illustrate how to use the data from start to finish, along with ancillary applications for revenue cycle staff. From gathering relevant data and evaluating contracts to refining negotiation skills and establishing a contract performance monitoring system, this bootcamp offers tactical guidance essential for financial leaders and payer contracting professionals. Access to rate transparency data is an invaluable tool for medical groups that have never had visibility into this level of information. Examples highlighting successes and challenges will equip participants with tactics and tools to elevate their managed care contracting approach. Attendees will leave with a framework for using payer-negotiated rate data to inform managed care strategy, deploy the data effectively, and understand how high-performing contracting professionals put this information to work for their clients.

Many practices are considering (or are being mandated) to transition from fee-for-service (FFS) to full-risk contracts. These contracts allow providers to share in financial rewards by managing patient care effectively, but they also expose practices to downside risks. Unlike other value-based care (VBC) models, full-risk contracting rewards practices that can manage utilization and patient outcomes while penalizing those that cannot. This session offers a step-by-step roadmap for moving from FFS to full risk while protecting financial stability and elevating care. A well-run, full-risk practice allows the physicians to spend more time with patients and practice at the top of their license: spending time on diagnosis and treatment plans, and delegating tasks to others. Spending extra time helps improve the quality of life for the patient and reduces inappropriate and avoidable utilization. This includes unnecessary ED visits and hospital admissions through better management and preventive medicine, resulting in a better quality of life for the patient. Attendees will leave with a practice approach to assess their readiness, build the necessary capabilities, and execute a transition to full-risk contracting.

As healthcare margins tighten and cost pressures increase, practice leaders can no longer rely on revenue alone to gauge financial health. True profitability lies in understanding the relationship among providers, CPT® codes/procedures, and payers. This session will explore how to use analytics and visual storytelling to uncover hidden financial inefficiencies and identify strategic opportunities across your practice. Attendees will learn how to build and apply a profitability framework that isolates margin performance at the provider, CPT®/procedure, and payer levels. Common profitability leaks include under-reimbursed services, unbalanced payer mixes, and provider-level inefficiencies; this presentation will share tools to help you identify and address these issues. The session will also cover cost allocation modeling, contribution margin analysis, and integration of operational and financial data. Attendees will leave with practical next steps to implement profitability dashboards that support better decision making and drive margin growth without sacrificing clinical quality. This session is designed for CFOs, practice administrators, and data analysts who support financial performance and want a clear path from financial reporting to strategic insight. 

Every aspect of a medical group’s operations has financial implications. That’s why financial staff are constantly asked to explain the “why” behind deficits or variances, the “how” of navigating financial pressure, or whether a new program can launch on a limited budget. Each of these situations goes beyond numbers. Finances tell a story rooted in operations, structure, strategy, and process. In these moments, finance professionals step into the role of problem-solvers, internal consultants, and advisors. This session explores how finance staff — and anyone tasked with navigating complex or ambiguous challenges — can strengthen their strategic thinking to generate insights and shape decisions beyond traditional reporting and analysis. Drawing on “power principles” from project management, change management, innovation, and communication, we’ll examine how to clarify scope, surface blind spots, and work cross-functionally. The goal: to move from spreadsheets to strategy, equipping finance professionals to elevate their impact while giving leaders ideas to better develop and leverage staff as trusted partners who think beyond the traditional finance box. 

Hospital-employed medical groups face unique pressures: tightening margins, access deficiencies, rising productivity requirements, and ongoing workforce shortages. Incremental change is no longer enough — many organizations require substantial transformation to remain sustainable. This session will focus on real examples of leaders who restructured operations, improved revenue cycle performance, streamlined cost management, and redesigned care delivery to remain financially viable. Participants will examine these examples, discuss challenges with peers, and consider how proven approaches can be adapted to their own organizations. Attendees will leave with actionable tactics to improve sustainability and position their groups for long-term success.