One AR recovery engagement, at a family medicine practice in Minnesota. Individual results vary. One engagement is not a forecast.
Scope. 245 claims were in scope. Rejections had gone unworked for about a year, and 75 of the claims were in the 180+ day bucket.
Found. Roughly $40,000 to $50,000 in billed charges was sitting unworked in the rejection queue.
Payers. Blue Cross and Blue Shield of Minnesota, Medica and Minnesota Medicare were among the payers on the account, and Blue Cross was the source of nearly all of what was paid.
Recovered. About $5,500 across 50 to 55 paid claims, the bulk within 45 to 50 working days. The single largest item was roughly $700, on a pediatric immunization claim that had been sitting for about a year.
Lost. UnitedHealthcare's 90-day window had closed on most of the affected claims, and there was no proof of timely submission on file, so those appeals could not be won. It was the contract window, not the six-month statute, that decided them: 62Q.75 lets a contract set a shorter limit, and this one did.
Diagnosis. 70% of denials started at the front desk, not in coding and not with the payer. Six causes repeated across the inventory:
What was done. Every claim in the tracker was reviewed against a checklist built from those repeating errors, rather than one claim at a time. Payers were called for the real denial reasons, each patient's actual payer was verified, and corrected claims went back to the right entity.
What changed. The practice kept its in-house biller and changed the front desk. Eligibility is now verified with software before the patient arrives, every patient is checked the night before, and walk-ins stopped. The biller learned directly from the biller on the account which mistakes to stop making; see how keeping the biller worked.
This was an AR recovery engagement and an audit, not an ongoing billing relationship. The practice acted on the diagnosis itself. For what a backlog like this one is usually worth, see how much old AR is still collectible.