Your Hospital
Runs.
We Make It
Run Right.
We walk into overwhelmed health systems and restructure the invisible machinery — staffing ratios, revenue cycle leaks, compliance gaps — until the operation breathes again.
Operating Margin Improvement
+14.3%
340-bed regional hospital
9-month engagement · 2024
Case Study 01 · Regional Hospital · 2024
Cascade Valley Medical Center 340 Beds · Rural Pacific Northwest
A 340-bed regional hospital with a revenue cycle team stretched across two legacy billing systems and a 19% annual nursing turnover rate. Operating margin had compressed to 1.1% over three consecutive quarters before the engagement began.
| Metric | Before Triage | Change | After Triage |
|---|---|---|---|
| Denied Claim Rate | 11.4% | ↓ 58.8% | 4.7% |
| Average Days in A/R | 61 days | ↓ 37.7% | 38 days |
| Nursing Staff Turnover | 19.2% | ↓ 40.6% | 11.4% |
| Operating Margin | 1.1% | ↑ 14.3pp | 15.4% |
| Clean Claim Rate (First Pass) | 71.3% | ↑ 30.6% | 93.1% |
| Compliance Findings (Audit) | 14 open | ↓ 85.7% | 2 open |
"Nine months. One revenue cycle team. For the first time, every claim touched a human before it left the building."
Recognize any of those numbers?
Thirty minutes to identify where your margin is going.
Case Study 02 · Multi-Site Physician Group · 2024
Meridian Primary Care Partners 47 Providers · 9 Locations · Southwest
A 47-provider primary care group operating across nine locations with independent billing workflows at each site. Denial rates varied by 8 percentage points between locations. Central leadership had no unified view of revenue cycle performance.
| Metric | Before Triage | Change | After Triage |
|---|---|---|---|
| Denial Rate (Worst Site) | 16.1% | ↓ 67.1% | 5.3% |
| Denial Rate Variance (Site Spread) | 8.2pp | ↓ 82.9% | 1.4pp |
| Average Days in A/R (Group) | 55 days | ↓ 38.2% | 34 days |
| Billing FTE per Provider | 0.41 | ↓ 34.1% | 0.27 |
| Monthly Gross Collection | $2.1M | ↑ 38.1% | $2.9M |
| Provider Satisfaction Score | 54 / 100 | ↑ 50.0% | 81 / 100 |
"Nine locations. Eight different denial workflows. One number nobody could agree on. We built the number."
Case Study 03 · Post-Merger Integration · 2023–2024
Summit–Highline Health Network 13 Departments · 2 Legacy Systems · 18-Month Integration
Two mid-sized regional systems that completed a financial merger but had never operationally integrated. Thirteen departments ran parallel workflows. Staff reported to two org charts simultaneously. The combined entity had never produced a single shared P&L.
| Metric | Before Triage | Change | After Triage |
|---|---|---|---|
| Departments on Shared P&L | 0 of 13 | 100% | 13 of 13 |
| Redundant Administrative FTE | 38 roles | ↓ 63.2% | 14 roles |
| EHR System Count | 2 systems | Unified | 1 system |
| Contract Compliance Rate | 61% | ↑ 54.1% | 94% |
| Combined Operating Margin | −0.4% | ↑ 7.2pp | 6.8% |
| Employee Engagement (Merged) | 48 / 100 | ↑ 50.0% | 72 / 100 |
"Thirteen departments. Nine months. One shared P&L for the first time."
About Triage
We don't consult. We operate.
Triage embeds directly into your leadership structure. We're not writing reports from the outside — we're inside the revenue cycle, inside the staffing model, inside the compliance workflow. We leave when the numbers say we can leave.
Our engagements run 6 to 18 months. We work with regional health systems between 150 and 800 beds, multi-site physician groups between 15 and 120 providers, and newly merged networks where two operations haven't yet become one.
31
Engagements Completed
$2.4B
Revenue Cycle Audited
94%
Clients Extend Engagement
What's the
Actual Problem?
Thirty minutes. No deck, no pitch. We ask questions, you describe the pressure, and by the end of the call you'll have a clear picture of what's fixable — and what fixing it is worth.
If any of these describe your system, the call is worth your 30 minutes.