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Medical practice consulting that turns a busy practice into an optimized one.

Practice Now is a medical practice consulting firm for practices, physician groups, and their investors. We examine your revenue cycle, billing costs, payer contracts, and care protocols, then fix what pays back fastest.

Where we go deepest: OB-GYN, MFM and women's health

Data analytics

Where does each provider sit on your curve?

Shifting the performance curve Shift the curve Today AfterPractice Now Room to grow lift them, lift the group Top performers set the benchmark Lower Performance by provider or location Higher
Today After Practice Now Room to grow
What we measure

Three problems hiding in plain sight.

Each one shows up in a number that's easy to lose sight of in a busy practice. We measure all three during the 30-day Assessment and keep them in view after.

Net collection rate

Revenue left on the table

Most practices 80% or less 20%+ lost Top performers 98% or more
CollectedDenied, underpaid, or written off
Total cost of medical billing

Expensive efforts to collect

0% 10% 20% 30% 40% Vendor fee only 3–8% Often, all-in 30–40% Target under 15% % of gross annual revenue All-in: vendor, staff, contracts, write-offs
Contract reimbursement rate

Contracts that pay for volume, not outcomes

0× 1× 2× 3× 4× ≈3× gap 1× about 4× Paid per delivery (volume) Paid for outcomes (fewer complications) Revenue per delivery, illustrative
Contracts that pay for outcomes, not just volume, let a practice share in the savings its better care creates.

Charts are illustrative, not guaranteed. Billing cost is measured against gross annual revenue rather than collections, so write-offs count as a cost.

Owed vs. realized

Where's the revenue?

For most practices, about 15 cents of every dollar they billed is written off, and collecting the remainder costs another 25 cents. Most of that cost isn't the vendor fee: it's outside collections and the staff and rework billing touches in-house. Together, that is the total cost of medical billing: often 30–40% of gross annual revenue. Each red bar is a cost we can address.

Find your number: get the free guide →

See the First 90 Days

A multi-part revenue problem40% of what is owed may never reach the bottom line
$10.0M Owed under contract −$1.5M Written off $8.5M Collected −$1.6M Vendor and collections −$0.9M In-house billing staff $6.0M What you keep Owed under your contracts $10.0M Written off −$1.5M Collected $8.5M Vendor and outside collections −$1.6M In-house billing staff −$0.9M What you keep $6.0M
Illustrative data, not actual figures.
A physician rests a reassuring hand on an older patient's shoulder during a visit at a medical practice.
Why it matters

Better operations give clinicians more time for patients.

When billing, scheduling, and reporting run smoothly, clinicians spend less time on paperwork and rework, and more of it with the patients they provide care for.

See how we help →

Who we help

We partner with healthcare organizations at every stage.

Organizations

Medical practices

Collect more of what you're owed, for less.

Specialty clinics

Turn clinical outcomes into better payer contracts.

Provider groups

Bring every provider closer to your best performers.

Healthcare startups

Get billing, contracts, and operations right from day one.

Professional organizations

Give members benchmarks and playbooks that raise performance.

And the people who run them

Owners and physician-partners

Grow profit and value without being the bottleneck.

For owners →

Clinicians and medical directors

Get paid for the quality of care you deliver.

For clinicians →

Operators and administrators

See billing, staffing, and workflow clearly, then fix them.

For operators →

Practice managers and staff

Pick each provider's top 3 areas of improvement and track the progress.

For practice managers →

Investors

Raise returns for companies in your portfolio and partner with us to fix the practices you passed on.

For investors →
What we fix

The problems hiding inside a full schedule.

A full schedule looks like a healthy practice. Underneath, it can hide the problems that matter most, because each one shows up as something that looks fine on the surface.

Revenue

Revenue left on the table

Charges aren't cash. The gap between what you're owed under contract and what you collect, including claims no one can explain at 90 days, is where margin quietly disappears.

Billing

Billing that costs too much

The vendor invoice is the visible cost. Staff rework, leadership time, and software add the rest, which is why it's so often underestimated.

Payer contracts

Contracts that underpay

Rates that renew automatically feel stable. Stable can mean years behind what your outcomes are worth today.

Clinical

Clinical variation

Written protocols look like consistency. Only followed protocols create it. Outcomes that depend on the clinician invite costly complications, and payers notice.

Leadership

A practice that runs on a few key people

When the same few people answer every question, it looks like strong leadership. It's often a sign that scalable systems haven't been built yet.

Ownership

Owner conflict

When partners can't agree, decisions stall or get made suboptimally, and the practice drifts, performing well below its potential.

Strategy

Mission vs. performance gap

The mission and vision say one thing; the numbers show another. Often, no one is measuring the distance between them.

Which pain points resonate?

Schedule a Consultation
Case study

When the specialists started making the call.

Repositioning maternal-fetal medicine as the anchor of the practice, rather than a consult on the side, drove value for the entire OB-GYN practice. It took an overhaul of structure and performance objectives: the practice began employing its own OB-GYNs, adopted shared protocols written by its physicians, built pay around contracts that reward quality, and used its outcomes data to negotiate stronger payer contracts.

A maternal-fetal medicine specialist talks with a new mother holding her newborn, while the father and their young daughter sit beside her in a medical practice exam room.

The practice's reported results:

30–40%Annual revenue growth since 2023
~30%Fewer level-3 NICU admissions at the pilot site after protocols were standardized
~4×Revenue per midwife-attended delivery, from about $1.4K to $5.5K+, under the new contract structure
80%+Of the pilot market's deliveries within 3–4 months

Results reported by the practice. Figures are approximate.

What we can do for your practice

How a $10M practice could grow.

Each effort starts on top of the last and ramps over time: early wins in the revenue cycle and billing costs, then protocols, stronger contracts, and an expanded care model.

Assessment Action Results Days 1–30 Days 31–60 Days 61–90 Days 91+ $0M $10M $20M $30M +$1M Revenue recaptured +$2M Billing costs reduced +$3M Protocols standardized +$6M Contracts renegotiated +$8M Expanded care model $30M Illustrative model for a $10M practice. Not guaranteed. Assessment Action Results 1–30 31–60 61–90 Days 91+ $0M $10M $20M $30M +$3M +$6M +$8M $30M +$1M Revenue recaptured +$2M Billing costs reduced +$3M Protocols standardized +$6M Contracts renegotiated +$8M Expanded care model Illustrative model for a $10M practice. Not guaranteed.
Assessment: examine, diagnose and prescribe Action: improve Results: measure and sustain
How we work

All practices are working hard. Not all are working effectively.

We help owners and leadership teams find the operational, financial, and clinical gaps, then build the path to stronger, sustained systems and business value.

01 Assessment

Examine

We look at the whole practice: numbers, workflows, contracts, people, and technology.

02 Assessment

Diagnose and prescribe

We pinpoint what is holding performance back, measured against real benchmarks, and give you a plan prioritized by impact.

03 Action

Improve

We do the work with your team, starting with the fixes that pay back fastest.

04 Results

Measure and sustain

We track the results against your starting numbers and build the systems that make them last.

Briefs

Clear thinking to drive practice improvements.

A wooden three-legged stool in a medical office, its legs labeled physicians, staff and medical billing and its two-layer seat labeled before and after Practice Now, with the seat marked profit margin.
Revenue & billing

Medical Practice Overhead: Is Your Cost Mix Balanced?

Every practice stands on three legs: physicians, staff and billing. When one carries more than it should, the whole thing wobbles, and your margin slides off.

Read brief →
A billing lead points to an unpaid-claims spreadsheet on her monitor while a practice manager listens at her desk.
Revenue & billing

A/R Over 90 Days: Why Aging Claims Lose Value

The longer a claim sits unpaid, the less of it you'll ever collect, and the more it costs to chase. The money you collect fastest is the money you keep.

Read brief →
A practice leader on the phone takes notes at her desk, with monitors showing a rate comparison by billing code and a payer negotiation plan.
Payer contracts

How to Negotiate Reimbursement Rates With Insurers

Your rates with insurers aren't set in stone. Getting them raised takes real work, but a better rate pays you on every visit, every year.

Read brief →
A physician leader talks through notes with a circle of physicians in white coats in a bright medical practice hallway.
Physician performance

The Physician Barometer: Fair Physician Performance Feedback

The Physician Barometer: no report card, no long list. Just the three changes that would make the biggest difference for you, chosen with you.

Read brief →
A physician and a nurse review a printed protocol together at a laptop in a bright medical practice workroom.
Clinical quality

How to Reduce Clinical Variation and Make Protocols Stick

Most practices have protocols. They live in a binder, and care still varies from provider to provider. Here's why standards don't stick, and what makes them stick.

Read brief →
A physician and a colleague review a patient's chart at the nurses' station while a smiling partner wheels a pregnant patient through the practice.
Clinical quality

Closing the Referral Loop When Specialists Share Care

When a specialist and a referring physician share a high-risk patient, the gap between their offices is where things go wrong. Here's how to close it.

Read brief →
A front-desk staffer on the phone fills out paperwork while patients wait at the counter and an older patient waits in the lobby.
Operations & technology

AI Revenue Cycle Management: Automate Paperwork, Not Care

AI is good at repetitive, rules-based work. Care decisions belong with clinicians. The value is in drawing a clear line between the two.

Read brief →
A billing specialist at her desk reviews an unpaid claims report next to a laptop chart showing collections falling as claims age.
Revenue & billing

Revenue Cycle Management Problems Your Biller Can't Fix

Why the root cause is usually upstream of billing, and why a good billing vendor can't fix it alone.

Read brief →
A practice leader maps a denial fix on a whiteboard, with next steps and goals, while a nurse, a staff member and a physician look on.
Operations & technology

How to Make Practice Improvements Stick

Most practice fixes work for a few months, then slide back. Here's why gains fade, and the four things that make them stick.

Read brief →
Two physicians in white coats talk as they walk down the hallway of a bright medical practice, past a waiting area and an open exam room.
Leadership & growth

Medical Practice Profit Margin: Why Revenue Isn't Enough

A healthy top line can hide a struggling operation. Here's how to tell the difference before something breaks.

Read brief →
A practice leader walks physicians, nurses and an administrator through a screen comparing the network's outcomes with the market average.
Payer contracts

Negotiate Better Payer Contracts With Outcomes Data

If your patients do better than the market but you can't show it, insurers pay you like an average practice, on every visit, every year. Outcomes data is how you show it.

Read brief →

View all briefs →

Common questions

About Practice Now.

What does Practice Now do?

Practice Now is a medical practice consulting firm. We examine a practice's revenue cycle, total cost of medical billing, payer contracts and care protocols, fix what pays back fastest, and build systems that keep the gains in place. See how we help.

Who does Practice Now work with?

Medical practices, specialty practices, physician groups, health systems and PE-backed practice platforms. Our deepest experience is in OB-GYN, maternal-fetal medicine (MFM) and women's health, where our founders built and ran a practice.

Is Practice Now a software company?

No. Practice Now (practicenow.com) is a consulting firm based in Chandler, Arizona. We work alongside your team and your existing systems, including your billing team or vendor.

Has Practice Now done this before?

Yes. Our founders grew a maternal-fetal medicine practice from a referral-only consultancy into a regional specialty network. Read the MFM practice case study.

What is the total cost of medical billing?

Our all-in measure of what it costs to get paid: the vendor fee, the staff and outside contracts billing touches, and the revenue written off along the way. Our free guide, The Real Total Cost of Medical Billing, shows how to find your number.

How does it start?

With a free discovery call, where we take a first look at your numbers from summary reports you share. If we're a fit, we start a 90-day plan, beginning with the Assessment.

Read: MFM Practice Case Study →   Get the free guide: The Real Total Cost of Medical Billing →

Book a call. Leave with real insights.

Get a free first look at improvement opportunities. Simple, quick, and results-focused. No strings attached.

  1. You shareGeneral data on your practice performance, such as collections, billing costs, and payer contract rates.
  2. We take a first lookWe spot where value may be leaking.
  3. We compareAgainst our benchmarks and playbook.
  4. You get early insightNear-term opportunities and the long-term potential.