A service agreement, not an ownership stake. You keep your practice; we run the operations behind it.
AZI takes over the administrative queues you name in the scope. That can be focused on one service area, or integrated across several. Below is how a full integrated onboarding runs; a focused engagement follows the same sequence on a shorter timeline.
Onboarding, the standing meeting, the reporting, and the escalation path, in the order you will actually experience them.
Focused engagement
One service area, such as credentialing or revenue cycle. Same scope document, named engagement lead, and reporting cadence, on a shorter runway.
Integrated management engagement
Several functions coordinated by one accountable team, following the ninety-day sequence below.
We meet your leadership and staff, document how work moves today, and set up read access to your practice management, EHR, and clearinghouse systems. Before the week ends you have a written scope, a named engagement lead, and a standing meeting time.
Weekly working sessions begin. We take over the queues in scope. We submit claims, we work denials, we post payments, we credential providers. Then you receive your first monthly operating report: A/R by age, denial reasons, open items, and the name against each one.
Weekly sessions and monthly reporting are routine. We hold a quarterly review with your leadership covering what moved, what did not, and what changes next quarter. Any change to scope is confirmed in writing.
One named engagement lead owns your account and is your single point of contact. Routine questions go to the specialist assigned to that function. Anything still open after two business days escalates to the engagement lead, then to AZI leadership. You always know who to call.
What this looks like
Receivables were aging, payer reimbursement was inconsistent, operating expenses were climbing, and the practice was paying for vendor and technology contracts that no longer fit how it worked.
Strengthened billing, collections, denial management, and A/R workflows alongside the practice’s existing staff. Reviewed payer contracts against peer practices in the area, renegotiated reimbursement terms, and enrolled the practice with new payers in its service area. Put a structured patient balance cycle in place, backed by collection agency support once statements ran out, and renegotiated vendor agreements, cutting software and service contracts that no longer fit.
Claims went out and got worked on a consistent cycle, payer agreements caught up to the market, and operating expenses fell 25%. Leadership got a standing financial and operational review in place of ad hoc reporting, and the practice came out leaner and steadier to run.
One AZI engagement, anonymized with the client’s permission. Revenue cycle performance is measured against AZI’s published benchmarks
Whether this fits
AZI works most often with physician owners and practice administrators at independent practices, specialty groups, behavioral health organizations, and multi-site clinics, from two-provider practices up to groups with seven or more locations.
Signs this engagement model fits
What the first ninety days change
When we may not be the right fit
AZI may not be the right fit when the need is clinical staffing or direct patient care, a software purchase with no workflow change behind it, or a one-time cleanup with no ongoing operating role. AZI is a management services organization, not a clinical provider. We will say so early and, where we can, point you elsewhere.
We look at how administrative work moves through your practice today, then recommend a focused or integrated engagement, or tell you if neither fits. No obligation.
Start a conversationA 30-minute discussion of where administrative work is backing up and who owns it today.
Focused or integrated, with the functions named. We tell you if neither fits.
Defined scope, named engagement lead, reporting cadence, and how progress will be measured.
