Brace Health resources
Practical guidance authored by the people who work on billing and practice operations every day.
26 resources
A paid claim may warrant underpayment review when the remittance is lower than the amount expected under the applicable contract and claim facts. Verify the benchmark, explain the variance, and then decide whether to correct, appeal, contact the payer, or close the review.
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Medicare Physician Fee Schedule amounts can vary by procedure code, payment year, and locality. Use CMS’s lookup with the right code and locality, then check payment indicators and claim-specific rules; a displayed fee-schedule amount is not a guarantee of the final payment.
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A PT practice can prepare a stronger rate request by connecting a focused ask to evidence the specific payer may value, such as specialized access, network adequacy, or near-term cost. The case and likely outcome vary by payer and market.
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For Medicare outpatient therapy, the 8-minute rule helps determine billable units for timed services measured in 15-minute units. Apply the current Medicare method to documented timed minutes; do not assume that commercial plans use the same method or include untimed services in the calculation.
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The cost of outsourced PT billing depends on the proposal’s fee basis, included work, exclusions, practice volume, and contract terms. Compare providers using the same scope and period; do not assume a generic “standard” rate applies to every practice.
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A lower deposit total is a signal to investigate, not proof of one cause. Compare like-for-like periods, then trace the difference through completed visits, payer mix, payment timing, posting, patient collections, denials, and accounts receivable.
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A claim rejection generally means the claim was not accepted for adjudication. A denial reflects a payer's decision not to pay all or part of an adjudicated claim. Check the actual response before deciding whether to correct, submit again, or appeal.
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A therapy claim is not necessarily stalled because it is old. Look for a missing acknowledgement, an overdue response, unresolved information, or a next action with no owner. Compare the actual claim history with the expected step—not just its aging bucket.
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In-house and outsourced physical therapy billing can both work. Compare who will own the full revenue cycle, how work stays covered, and what your practice must still manage. Salary versus a billing fee is only one part of that decision.
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Brace Health may be a fit for a therapy practice that wants a dedicated billing partner, close communication, and help carrying billing work through resolution. The decision should depend on your workflow, EMR, and agreed scope.
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Old accounts receivable does not automatically become the new billing company's responsibility. Before a therapy practice switches, agree who will work earlier claims, who will post later payments, and what access and reporting remain available.
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An outsourced billing team can work within your therapy EMR when access and workflows support it. Before starting, define who prepares claims, posts payments, follows unpaid balances, and supplies missing information. EMR compatibility does not mean every step is automated.
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To investigate a physical therapy claim denial, start with the payer's actual response, compare it with the submitted claim and supporting records, and choose the next action under the applicable instructions. A denial code is a starting point—not a complete root-cause diagnosis.
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Prioritize denied therapy claims by the risk of missing a deadline, their current status, and the action available—not balance or age alone. Keep the rest of accounts receivable visible so urgent denial work does not leave other claims without an owner.
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Before switching therapy billing companies, agree who owns old and new claims, preserve the access needed to work them, and assign each unresolved item a next action. A documented handoff manages transition risk; it does not guarantee uninterrupted cash flow.
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Choose the next step for a therapy claim from its actual status, payer response, and submission history. Correct inaccurate data, follow the required submission route, challenge a decision through the appropriate review process, or seek clarification when the evidence is incomplete.
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AI can help rehab billing teams spot exceptions, prepare follow-up, and organize evidence. It cannot replace clinical judgment, payer-specific verification, or a person accountable for approving and resolving the work.
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Brace Health pairs AI-assisted billing workflows with a dedicated rehab billing partner. AI helps surface and prepare work, while a human biller reviews, coordinates, and follows claims toward resolution.
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A physical therapy billing company should show more than a collections total. Evaluate how claims move from submission to payment, what happens when they are rejected or underpaid, and who owns each unresolved issue and next action.
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An AR aging report shows how long balances have been open. For a physical therapy practice, the useful next step is to identify why older balances remain, who owns each one, and what happens next.
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Physical therapy owners can start with five billing measures: submission lag, rejections and denials, AR aging, payment realization, and open exceptions. Each measure needs a consistent definition and a next action.
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A practice owner should be able to explain where revenue is stuck, why claims remain unresolved, who owns each next action, which failures recur, and whether billing performance is improving—without personally working every account.
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Unpaid claims should be reviewed continuously, but not every claim needs the same follow-up interval. Set each claim’s next action from its current status, expected payer response window, filing or appeal deadline, value, and unresolved blocker.
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A practice owner can delegate routine billing execution, but should retain visibility into performance, authority over consequential decisions, and accountability for unresolved exceptions. Every handoff needs a named owner, response time, and clear completion standard.
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A physical therapy billing company should turn completed visits into resolved balances. That includes claim preparation, rejection and denial work, payment posting, unpaid-claim follow-up, patient billing support, reporting, and clear escalation when the practice must act.
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A therapy EMR can prepare and submit a clean claim, but it does not finish the revenue cycle. A billing owner still needs to resolve payer responses, underpayments, secondary claims, patient balances, and recurring workflow failures.
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