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5 Signs Your Practice’s Financial Health May Need Attention

When you think about the health of your medical practice, you may look first at patient volume, physician productivity, staffing, or patient satisfaction.

But there is another important measure of practice health: your financial and operational performance.

A practice can be busy and still struggle financially. If claims are delayed, denials are increasing, accounts receivable is aging, or payer reimbursement is not keeping pace with expenses, your practice may not be as financially healthy as it appears.

At The MBa Group, we help healthcare organizations look beyond the surface to identify the operational and financial factors affecting practice performance—and develop strategies to strengthen them.

1. Is Your Revenue Cycle Healthy?

Your revenue cycle is one of the clearest indicators of your practice’s financial health.

A healthy revenue cycle should support timely, accurate reimbursement from the moment a patient schedules an appointment through final payment.

Warning signs may include:

• Increasing accounts receivable
• Rising claim denials
• Delayed payments
• Frequent billing errors
• Inefficient workflows
• Difficulty tracking outstanding claims
• Increasing administrative workload

These issues can quickly affect cash flow and profitability.

The MBa Group can evaluate your revenue cycle management processes, identify opportunities for improvement, and help develop strategies to reduce inefficiencies and strengthen financial performance.

2. Are You Getting Paid What You Should?

Healthy practices need more than a steady flow of patients—they need appropriate reimbursement for the services they provide.

Payer contracts can have a significant impact on your practice’s financial performance. Reimbursement rates, contract terms, payer requirements, and other provisions should be evaluated as part of your overall financial strategy.

The MBa Group provides payer contract negotiation and advisory services, helping healthcare organizations analyze their current agreements and develop strategies designed to support stronger reimbursement.

3. Are Your Administrative Processes Working for You?

Operational inefficiencies can quietly drain a practice’s resources.

If your team is spending too much time correcting errors, chasing claims, managing credentialing issues, or working around inefficient processes, it may be time to take a closer look at how your practice operates.

The MBa Group conducts operational assessments to help healthcare organizations identify inefficiencies, clarify opportunities, and improve processes.

The goal isn’t simply to work harder. It is to create systems that work better.

4. Is Your Practice Prepared for Change?

Healthcare continues to evolve. Changes in reimbursement, regulations, technology, staffing, and market conditions can create both challenges and opportunities.

A healthy practice should be prepared to adapt.

Whether you are considering expansion, restructuring, a new physician partnership, an acquisition, or a transition in leadership, having a clear understanding of your practice’s financial and operational health is essential.

The MBa Group provides healthcare business advisory services that can help leaders make informed decisions and prepare their organizations for the next stage of growth.

5. Do You Know Your Practice’s Numbers?

You cannot improve what you cannot measure.

Effective practice management requires meaningful financial and operational information. Leadership should have visibility into areas such as revenue performance, accounts receivable, payer reimbursement, productivity, expenses, and other key performance indicators.

If you are relying primarily on your bank balance to determine whether your practice is healthy, you may be missing important warning signs.

The right data can help transform financial management from reactive problem-solving into proactive decision-making.

Take Your Practice’s Financial Health Check

Your medical practice may look healthy on the outside, but the numbers and processes underneath can tell a very different story.

How healthy is your practice?

The MBa Group works exclusively with healthcare organizations, providing strategic advisory services designed to improve financial performance, operational efficiency, and long-term sustainability.

From revenue cycle management and payer contracting to credentialing, operational assessments, practice leadership, mergers and acquisitions, and physician compensation, The MBa Group provides customized guidance based on the unique needs of each organization.

Is It Time for a Practice Health Check?

If your practice is experiencing declining margins, increasing accounts receivable, persistent denials, operational challenges, or uncertainty about what comes next, an outside perspective can help identify opportunities that may otherwise go unnoticed.

Contact The MBa Group to learn how a comprehensive assessment can help you understand the health of your medical practice—and identify opportunities to make it stronger.

Learn More About The MBa Group

With continued reimbursement reductions from CMS and major payors in 2026, revenue protection is no longer optional—it’s a strategic necessity. Medical practices that take a proactive approach to identifying revenue loss and leakage are far better positioned to remain financially stable and competitive.

Today’s most successful healthcare organizations aren’t just reacting to problems—they’re implementing forward-thinking systems that detect issues early, enabling swift action before financial performance is impacted. The result? Greater resilience, stronger margins, and uninterrupted focus on patient care.

Below are key strategies your organization can implement now to prevent revenue erosion and protect your bottom line.

Conduct Regular Financial Analysis to Drive Smarter Decisions

Routine financial analysis remains one of the most powerful tools for sustainable growth. While audits and deep financial reviews can be time-intensive, they provide critical visibility into your organization’s performance.

Consistent analysis empowers leadership to:

• Make informed budgeting and forecasting decisions
• Identify underperforming service lines
• Evaluate expansion opportunities with confidence

In a tighter reimbursement environment, strategic planning backed by real data is what separates thriving practices from those struggling to maintain margins.

Identify, Measure, Monitor, and Mitigate—Before Issues Escalate

In 2026, reactive financial management is a liability. High-performing organizations are investing in systems that continuously identify, measure, monitor, and mitigate risks before they escalate into costly problems.

Delays in addressing financial challenges can:

• Limit your corrective options
• Increase operational costs
• Extend recovery timelines
• Ultimately impact patient care delivery

A proactive, data-driven approach ensures your organization remains agile and protected.

Key Areas Every Medical Practice Should Monitor

To maintain optimal financial health, prioritize ongoing evaluation in these critical areas:

• Payor Contracts & Performance
  Regularly renegotiate contracts and assess payor behavior to ensure fair reimbursement.
• Payor Credentialing
  Maintain a clean, up-to-date credentialing program to avoid delays and denials.
• Staffing Ratios
  Align staffing levels with patient volume and operational efficiency goals.
• Revenue Cycle Performance
  Continuously assess billing, collections, and denial management processes.
• Coding Compliance & Chart Audits
  Ensure accuracy and adherence to evolving coding requirements.
• Provider Productivity
  Track and optimize provider output to maximize revenue potential.
• Referral Patterns
  Analyze referral trends to uncover new revenue opportunities.
• Vendor Performance & Costs
  Conduct annual reviews to confirm competitive pricing and ROI.

Build a Financially Resilient Practice in 2026

Implementing these best practices isn’t just about avoiding losses—it’s about positioning your organization for long-term growth. A proactive, strategic approach enables your practice to adapt quickly, operate efficiently, and maintain financial stability despite ongoing industry pressures.

How The MBa Group Helps Protect and Grow Your Revenue

If your organization is experiencing revenue challenges—or you want to strengthen your financial foundation before issues arise—The MBa Group is here to help.

Our team partners with healthcare organizations to:

• Identify hidden revenue gaps
• Strengthen financial systems and processes
• Optimize payor contracts
• Implement cost-saving strategies

We don’t just fix problems—we build sustainable financial performance tailored to your organization’s goals.

Take the First Step Toward Financial Stability

Contact The MBa Group today to discover how we can help you protect your revenue, improve performance, and build a stronger financial future.

In 2026, medical practices are operating in a more complex payer and regulatory environment than ever before. Tightened enrollment standards, expanded audits, new technology platforms, and the continued growth of value-based care models all point to one reality: credentialing accuracy directly impacts revenue stability.

Practices that treat credentialing as a routine back-office task are increasingly vulnerable to payment delays, network disruptions, and compliance exposure. Those that elevate credentialing to a strategic operational priority protect their revenue and position themselves for stability and growth.

Priority Alert: Maryland Medicaid Transition to MPRIME

On February 23, 2026, the Maryland Department of Health (MDH) Medicaid Administration issued a transmittal to all behavioral health providers regarding the upcoming transition of the Medicaid provider enrollment portal.

Maryland Medicaid will transition from the ePREP system to the new Maryland Provider Registration and Information Management Enterprise (MPRIME) platform, scheduled to go live in October 2026.

This transition introduces significant operational implications for behavioral health providers, including:

• Changes to provider enrollment workflows
• Updated registration and revalidation processes
• New system requirements and documentation standards
• Potential risk for enrollment disruptions during transition

The MDH transmittal includes frequently asked questions and should be reviewed alongside PT 59-26 Provider Enrollment Portal Transition guidance.

For practices participating in Maryland Medicaid, preparation for MPRIME should be treated as an immediate strategic priority. Delayed response or incomplete preparation could result in enrollment interruptions, claims delays, or participation gaps.

Healthcare growth today is less about expanding square footage or increasing headcount and more about building operational resilience. As experienced administrators retire and practices face increasing complexity, long-term success depends on leadership continuity, clear systems, and the ability to scale intelligently. This is why remote and hybrid practice management has emerged as a practical, forward-looking strategy for modern medical practices.

Rather than replacing internal leadership, remote practice management is designed to strengthen it. By partnering with an experienced management team, practices can support their existing practice managers with specialized expertise, strategic oversight, and proven infrastructure—without overwhelming internal staff.

A remote practice management model extends a practice’s administrative capabilities beyond the walls of the office. Instead of relying on a single on-site administrator to oversee every operational function, practices gain access to seasoned professionals who support financial management, compliance, credentialing, reporting, marketing strategy, and long-term planning. This hybrid approach preserves institutional knowledge while proactively addressing operational gaps that often arise during retirements, transitions, or periods of growth.

As senior administrators exit the workforce, many practices find themselves facing a leadership gap that cannot be filled quickly or sustainably. Remote practice management offers stability during these transitions by reinforcing internal teams with experienced partners who understand healthcare operations at scale. This shared-responsibility model reduces burnout, improves decision-making, and allows internal leaders to focus on strategic priorities rather than daily firefighting.

Financial performance also benefits from stronger structure and visibility. Hybrid management replaces fragmented processes with standardized systems, consistent reporting, and data-driven oversight. Practice owners and managers gain clearer insight into performance trends, growth opportunities, and potential risks—enabling proactive planning instead of reactive problem-solving. Operational costs become more predictable, and growth can be supported without repeatedly rebuilding internal infrastructure.

Most importantly, remote practice management creates the foundation for strategic growth. With day-to-day operations supported, leadership can focus on expanding service lines, improving efficiency, optimizing payer mix, and preparing for future mergers or acquisitions. Marketing initiatives become more effective, compliance risks are reduced, and long-term planning becomes actionable rather than aspirational.

At The Mba Group, remote practice management is approached as a partnership—not an outsourcing transaction. By working alongside internal leadership, The MBA Group provides operational expertise, strategic insight, and continuity practices need to remain stable while preparing for what’s next.

The future of healthcare operations is hybrid. The most successful practices will blend strong internal leadership with experienced remote support to create resilient, scalable organizations. Remote practice management is no longer a temporary solution, or a passing trend is a strategic response to administrator retirement, workforce challenges, operational complexity, and sustainable growth.

When leadership gaps threaten performance, medical practices are turning to fractional management to gain strategic direction and stability, without the burden of full-time cost. Even in organizations with existing leadership, fractional executives can provide critical support, offering specialized expertise to enhance decision-making, drive growth, and strengthen operational and financial resilience, especially when existing leaders are overextended and can’t address every strategic need of the practice. Below are just a few reasons why fractional CFO management makes sense for your healthcare leadership and organization. 

You Need Expert Guidance From Seasoned Professionals For Medical Practice Growth

There is nothing more frustrating than investing months of resources into launching new service lines or adding new locations, only to find that patient demand doesn’t match the scale of your investment, leaving you struggling to break even. That’s why partnering with fractional management professionals, who provide an outside perspective and proven strategies, is one of the smartest ways to scale your practice.

Fractional leadership allows any size practice to tap into high-level expertise without the overhead of a full-time executive, helping you grow with confidence while minimizing risk. 

Your Practice Needs a Fresh Perspective and an Unbiased Opinion 

Outsourced fractional CFO leadership provides a fresh, objective perspective to help medical practices identify and address internal and external challenges. The team at The Medical Business Advisory Group Medical Business Advisory (MBA) has collaborated with various medical practices, and our knowledge and hands-on experience allow us to understand what works and what doesn’t.

Sometimes, when you’re immersed in the daily operations, it’s challenging to see what’s genuinely happening within your practice. That’s where our external perspective can make all the difference for medical practice growth. 

You Know Where You Want to Go, but Not How to Get There 

When partnering with The Medical Business Advisory Group Medical Business Advisory, your practice will benefit from working with experienced fractional leadership professionals who will provide the roadmap of where you would like your practice to be. Even if you’re still figuring out exactly what your next steps should be, we are here to help guide you along the way. The MBA team will break down the entire process into manageable steps, helping you avoid feelings of being overwhelmed or stuck.   

Ready to Explore Fractional Leadership?  

If you’re ready to grow your practice with less guesswork and more strategy, fractional leadership could be the solution you’ve been looking for. By partnering with The Medical Business Advisory Group Medical Business Advisory, you gain access to a team that has a vast amount of experience, knowledge, a fresh perspective, and a proven track record of delivering results, without the overhead of a full-time executive team.

Let us help you build a smarter, more scalable practice, one step at a time and within your budget. If you would like to learn more about our fractional management services and how we can assist with taking your practice to the next phase, click here to schedule a free consultation. 

In the evolving landscape of healthcare, practice management models are continuously adapting to meet the demands of efficiency, cost-effectiveness, and quality of care. One such model gaining traction is the hybrid outsourcing practice management model. This approach combines the strengths of both in-house and outsourced accounting services, offering a balanced solution for healthcare practices. But is it the right fit for your practice? Let’s explore some of the benefits.

Pros of a Hybrid Outsourcing Practice Management Model

Cost Efficiency

By medical outsourcing upper management tasks, such as strategic planning, financial oversight, laboratory management, and credentialing, practices can significantly reduce overhead costs. This reduction is achieved by lowering expenses related to office space, administrative support, and other operational costs. Instead, practices can leverage the expertise of external professionals on an as-needed basis, allowing for better allocation of resources toward patient care, expansion of services, and other critical areas.

Access to Expertise

Outsourcing provides access to specialized skills and knowledge that may not be available in-house. This can enhance the quality of services provided, bringing years of healthcare management expertise to your fingertips. Often, this expertise is needed only for several hours a month rather than full-time.

Scalability

A hybrid model offers the flexibility to scale services based on the practice’s needs. No two practices are the same, and customizing your management model allows you to maximize savings while accessing experts when needed. This is particularly beneficial for growing practices that may only require a part-time administrator or are experiencing growth but do not yet need a second full-time management position. It also helps practices facing financial difficulties or fluctuating patient volumes. Additionally, solo practitioners just starting may not need a full-time administrator but want to ensure their practice is well-managed and set up for success. By outsourcing, they can access high-level management skills and strategic advice without the cost of a full-time position, ensuring their practice is organized and positioned for growth.

Focus on Core Activities

By delegating non-core functions to external experts, healthcare organizations can focus more on patient care and clinical outcomes, improving overall service quality. Are there special capital projects that may require the expertise or advice of some of our experts? Making a costly mistake due to insufficient expertise or poor advice could have significant financial repercussions. Additionally, large projects can spread your current administrator too thin, potentially causing disruptions in normal operations. By leveraging our expertise, you can maintain smooth day-to-day operations while effectively managing major initiatives.

Is It Right for Your Practice?

Just like Goldilocks, we aim for our partnership with clients to be the “just right” fit that meets budgetary constraints and operational needs, ensuring optimal efficiency and high-quality organizational management. A hybrid model, combining in-house and outsourced services, can provide this balance. The team at The Medical Business Advisory Group Medical Business Advisory integrates seamlessly into your practice, bringing a wealth of expertise and a collaborative approach. Our tailored solutions address your specific needs, enabling you to focus on delivering exceptional patient care while optimizing your practice’s performance and growth.

If exploring a hybrid practice management model is of interest, we would be happy to discuss how it can benefit your practice. If you would like to learn more about our services, click here to schedule a free consultation.

Updated on 4/11/25

In the intricate realm of healthcare, the art of negotiating and developing payor contracting strategies is a skill that can significantly impact the financial well-being of medical practices. As the landscape of healthcare reimbursement continues to evolve, mastering negotiating payor contracts has become more crucial than ever.

Let’s examine the key elements that contribute to successful payor contracting strategies and negotiations.

1. Understanding the Landscape

To negotiate and develop payor contracting strategies effectively, healthcare providers must first comprehend the ever-changing landscape of reimbursement policies. Awareness of industry trends, regulatory changes, and payor preferences lays the groundwork for informed negotiations. 

This understanding enables providers to anticipate challenges and proactively address them when negotiating payor contracts.

2. A Data-Driven Approach to Payor Contracting Strategies

Successful negotiations hinge on a data-driven approach. When creating successful payor contracting strategies, providers should leverage comprehensive data analytics to showcase the value they bring to the table. This includes highlighting patient outcomes, quality of care, and operational efficiencies.

Presenting compelling data strengthens the provider’s position and provides a solid foundation for negotiating favorable reimbursement rates.

3. Building Strong Relationships

Effectively negotiating payor contracts is not just about financial transactions; it’s also about building strong, collaborative relationships. Establishing open lines of communication with payors fosters a mutual understanding of each party’s goals and constraints.

Building relationships based on trust and transparency can lead to more constructive payor contracting negotiations and long-term partnerships.

4. Customizing Your Payor Contracting Strategies

One size does not fit all in payor contracts. Tailoring contracts to align with the unique needs and services of the healthcare provider is a key payor contracting strategy.

Negotiating payor contracts for customized terms, such as specific reimbursement methodologies or performance-based incentives, ensures that the contract reflects the provider’s distinct value proposition.

5. Staying Proactive In Your Strategies

The healthcare landscape is dynamic, and negotiations should be approached with a proactive mindset. Regularly reviewing and updating payor contracts in response to changes in regulations, market dynamics, or the provider’s own services is essential.

Staying ahead of the curve positions providers to navigate challenges effectively and seize new opportunities.

6. Leveraging Payor Contracting Expertise

Acknowledging the intricacies of payor contracting strategies and negotiations, many healthcare providers opt to leverage external expertise. Experienced professionals in the field can provide valuable insights and guidance throughout the negotiation process.

Seeking the support of individuals with a proven track record in successful payor contracting strategies and negotiating ensures that providers have access to the knowledge and skills necessary for achieving optimal results.

Mastering the art of negotiating payor contracts is an ongoing journey that requires a combination of industry knowledge, strategic acumen, and a commitment to building collaborative partnerships.

Providers who develop payor contracting strategies find themselves better equipped to navigate the challenges of reimbursement, secure favorable terms, and ultimately thrive in the ever-evolving landscape of healthcare management and finance.

How The Medical Business Advisory Group Service’s Medical Business Advisory Can Help

Recognizing the complexity of payor negotiations, many healthcare providers turn to experts in the field such as The Medical Business Advisory Group Service’s Medical Business Advisors. Our team has a proven track record in negotiating payor contracts and brings invaluable experience and insights.

Our professionals can guide providers through the intricacies of the negotiation process, creating strong payor contracting strategies.

Contact us today for a free consultation to see how we can help you.

As of March 15, 2025, several key updates have emerged regarding telehealth waivers and healthcare provisional changes. Here’s what you need to know:

Telehealth Flexibilities Extended

The March 2025 Continuing Resolution (CR) has extended several critical telehealth flexibilities through September 30, 2025^1,2. These extensions include:

• Medicare Telehealth Flexibilities: The expanded definition of originating sites, allowing patients to receive telehealth services from their homes or other non-traditional locations².
• Expanded Practitioner Eligibility: A broader range of healthcare professionals can provide telehealth service².
• Support for Federally Qualified Health Centers (FQHCs) and Rural Health Clinics (RHCs): These facilities can continue offering telehealth services, which is crucial for underserved and rural communities².

Mental Health Services

Several provisions specifically address telehealth for mental health services:

• Delay of In-Person Requirements: The requirement for an in-person visit before telehealth mental health services can be provided has been postponed².
• Flexibilities for RHCs and FQHCs: These facilities can continue providing mental health services via telehealth².

Audio-Only Telehealth Services

The authorization for audio-only telehealth services has been extended until September 30, 2025². This is particularly important for elderly patients who may struggle with video technology.

Challenges and Advocacy

Despite the extensions, some key flexibilities have not been included in the current CR draft, such as first-dollar coverage for High Deductible Health Plan-Health Savings Accounts (HDHP-HSA) and expanded in-home cardiopulmonary rehabilitation service³. Stakeholders, including the American Telemedicine Association, are actively advocating for the continuation of these flexibilities¹.

Cuts to Provider Pay

Unfortunately, the 2025 Medicare Physician Fee Schedule includes a 2.83% cut to physician payments³. This marks the fifth consecutive year of such cuts, which continue to strain the financial viability of medical practices³. Despite advocacy efforts, Congress has not yet taken action to prevent these reductions³. The American Medical Association (AMA) and other healthcare groups are pushing for reforms to stabilize physician payment rates and ensure continued access to care for Medicare beneficiaries³.  Medical practices can offset these cuts by renegotiating their payor contracts to ensure financial stability⁴.  The team at The MBa Group Medical Business Advisory is here to help you secure the best contracts possible.  Feel free to reach out to one of our team members to get a free initial consultation to discuss our payor negotiation services.

In Summary

The extension of telehealth flexibilities through September 30, 2025, provides a temporary reprieve for healthcare providers and patients who rely on these services. However, continued advocacy is essential to ensure the long-term availability and expansion of telehealth services.  Your The MBa Group Medical Business Advisory Team is committed to empowering your healthcare organization with the latest updates and unwavering support. As we navigate these evolving changes together, we are here to ensure a seamless transition and help you thrive. Trust us to be your partner in adapting to the future of healthcare. Reach out today to discover how we can make a difference for you!

1 Ivanova, J. (2025, March 16). Telehealth Policy Update: What the March 2025 Continuing Resolution Means for Clinicians. Telehealth.org. Retrieved from https://telehealth.org/blog/telehealth-policy-update-what-the-march-2025-continuing-resolution-means-for-clinicians/.Telehealth.org

² Medicare Telehealth Reprieve: Congress Includes Virtual Care Lifeline Through Fall 2025 in CR. (2025, March 15). Retrieved from CTeL.org

³ Telehealth Policy Updates. (2025, March 15). Retrieved from HHS.gov

⁴ Strategic Payor Contracting Services – The Medical Business Advisory Group. (2025). Retrieved from The MBa Group