{"id":355122,"date":"2026-07-08T14:14:09","date_gmt":"2026-07-08T14:14:09","guid":{"rendered":"https:\/\/peraltafinancing.com\/accounting\/how-physmed-consolidated-their-entire-healthcare-revenue-cycle-on-a-single-platform\/"},"modified":"2026-07-08T14:14:09","modified_gmt":"2026-07-08T14:14:09","slug":"how-physmed-consolidated-their-entire-healthcare-revenue-cycle-on-a-single-platform","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=355122","title":{"rendered":"How PhysMed Consolidated Their Entire Healthcare Revenue Cycle on a Single Platform"},"content":{"rendered":"


\n<\/p>\n

\n

Running a multi-location healthcare practice can pose a significant revenue cycle management problem. A patient walks in, receives care, generates a claim, triggers a billing workflow, and\u2014several handoffs later\u2014that payment eventually lands in a general ledger. When those handoffs happen across disconnected systems, each one is an opportunity for data to get lost, delays to compound, and margins to quietly erode.<\/p>\n

For fee-for-service providers in particular, the math is unforgiving. Compress the timeline from service to collection and margins improve. Let it stretch, and they don\u2019t\u2014no matter how fast you\u2019re growing.<\/p>\n

That was exactly the situation facing PhysMed, Centers for Physical Medicine<\/a>, a network of acute care injury centers serving patients along Florida\u2019s Gulf Coast. After five years of ambitious growth, the company had expanded to 10 locations\u2014but without the visibility to understand why that growth wasn\u2019t translating into stronger margins.<\/p>\n

Growing Fast Isn\u2019t the Same as Profitable Growth<\/h2>\n

\u201cRevenue was growing, but margins weren\u2019t growing at the pace that we\u2019d like. They were actually decreasing,\u201d said Dr. Justin Durfee, CEO of PhysMed. \u201cI didn\u2019t have the visibility I needed to understand the health of the company.\u201d<\/p>\n

PhysMed specializes in treating patients recovering from auto accidents\u2014a practice model that requires coordinating insurance eligibility, claim submission, payment collection, and accounting across every patient encounter. As the company expanded across Florida\u2019s Gulf Coast, the operational surface area grew significantly.<\/p>\n

In the early years, the team managed the gaps the way most growing practices do: with spreadsheets (lots of them).<\/p>\n

The Spreadsheet Problem Has a Familiar Shape<\/h2>\n

\u201cThe thing that came up when I talked to my staff was spreadsheets,\u201d Durfee recalled. \u201cThe 80\/20 rule typically means 20% of those workflows are going to be outside of your traditional Electronic Health Record (EHR) or accounting system. So, you create spreadsheets. But then 80% of your efforts end up managing and communicating on that 20%.\u201d<\/p>\n

PhysMed was running its clinical documentation through Tibra (formerly Kario), a capable EHR platform. But the billing, revenue cycle, and accounting functions each lived elsewhere. Reporting meant downloading spreadsheets, formatting them, and repeating the process every time something needed to be checked. Real-time visibility into the business\u2014including which locations were profitable, which service lines were worth keeping, which payer relationships were worth maintaining\u2014simply didn\u2019t exist.<\/p>\n

\u201cGoing back there, it just seems unbelievable that we were running a practice and trying to grow with those inefficiencies,\u201d Dr. Durfee shared.<\/p>\n

The billing team couldn\u2019t see what the sales team was doing. The finance team couldn\u2019t see collections in real time. Everyone was on their own island.<\/p>\n

The Power of One Platform<\/h2>\n

The shift began when eClouds Health<\/a>, a Salesforce-native healthcare technology partner, approached PhysMed about consolidating its revenue cycle onto the Salesforce Platform. The idea was to start with Salesforce Health Cloud for CRM and patient engagement, layer in eClouds Health\u2019s billing and claims tools, and then\u2014critically\u2014connect the financial back end with Accounting Seed, the #1 native accounting solution on Salesforce<\/a>.<\/p>\n

\u201cThe natural progression was to bring in Accounting Seed to complete the lead-to-ledger process,\u201d Durfee said. \u201cThese were solutions I didn\u2019t even know we needed until I was shown what a true lead-to-ledger platform could look like.\u201d<\/p>\n

From Durfee\u2019s perspective, what made it compelling was the single metadata layer. Every part of the business\u2014patient intake, eligibility verification, claim submission, payment posting, AR management, and general ledger entries\u2014would live in one place, on one platform, accessible to everyone who needed it.<\/p>\n

\u201cFrom my understanding, no one [in my industry] had done that. No one had done a true lead-to-ledger on the Salesforce Platform. So, I\u2019m proud of that aspect.\u201d<\/p>\n

Real-Time Visibility into Revenue and Expenses<\/h2>\n

One of the most immediate changes was how financial data moved through the organization. With Accounting Seed\u2019s automation features<\/a> running natively on Salesforce, payment reconciliation no longer required a separate workflow.<\/p>\n

\u201cWhen we reconcile or allocate a payment, or create a claim, it\u2019s automatically creating a journal entry,\u201d Durfee explained. \u201cAs soon as that payment is allocated, I\u2019m seeing that revenue in real time, already matched up with my expenses.\u201d<\/p>\n

The reporting experience changed just as dramatically. Instead of downloading data from the EHR and reformatting it in a spreadsheet, Durfee can build a custom dashboard and immediately share the same view with his entire team.<\/p>\n

\u201cThe dashboards are so malleable and easy to create that it\u2019s not about \u2018these are the things I look at.\u2019 It\u2019s \u2018these are the things I\u2019m looking at this week, this quarter, this month.\u2019 It always morphs into what I need to focus on.\u201d<\/p>\n

Every Team on the Same Page<\/h2>\n

The operational impact extended well beyond the finance function. With all departments operating inside the same system, the communication barriers that had separated PhysMed\u2019s clinical, billing, and sales teams dissolved.<\/p>\n

\u201cIf you\u2019re the front desk or an intake specialist, you have visibility into your KPIs in real time,\u201d Durfee said. \u201cWe just had a huddle this morning, and it wasn\u2019t me presenting what we need to do. It was everyone bringing their KPIs and already understanding where they need to improve.\u201d<\/p>\n

For a company with centralized administrative operations spread across multiple clinic locations, that kind of transparency matters. Sales teams can check in on collections issues tied to specific referral sources without making a phone call. The accounting team can communicate with the sales team about expense classifications without an email chain. Everyone sees the same records.<\/p>\n

There\u2019s a cybersecurity dividend, too. \u201cOur cybersecurity needs are limited because we don\u2019t have a big tech stack to control,\u201d Durfee noted. \u201cWe\u2019re on Salesforce. Salesforce is extremely secure, so we can be confident we\u2019re not at risk because of some outside application.\u201d<\/p>\n

Less Can Be More When You Can Actually See the Numbers<\/h2>\n

The clearest measure of what changed at PhysMed isn\u2019t a percentage point or a saved hour. It\u2019s a strategic decision that would have been impossible without real visibility.<\/p>\n

After implementing the unified platform, Durfee could see exactly which locations were contributing to margin, which service lines were worth maintaining, and which payer relationships were worth the administrative cost. What he saw led him to make a counterintuitive call.<\/p>\n

PhysMed streamlined its footprint from 10 locations to 7. Revenue held steady. Margins grew.<\/p>\n

\u201cIt totally transformed the company. Once we implemented that platform, it was easy to see where the profitability was, where the costs were, and what service lines were most profitable,\u201d said Dr. Durfee. \u201cWe contracted down to seven locations. Our revenue stayed the same, and our margins grew.\u201d<\/p>\n

The simplification extended to service lines and payer mix as well. With clear visibility into contribution by revenue source, PhysMed pruned complexity that had been invisible before, and emerged a more profitable operation.<\/p>\n

Results at a Glance<\/em><\/h3>\n