Brace Health resources
Practical guidance authored by the people who work on billing and practice operations every day.
9 resources
A payer portal’s paid status does not confirm that the provider received or deposited the money. Compare the portal, remittance, check or EFT details, and provider bank records; keep the item open until receipt and posting are confirmed. We use that process to investigate payments that have not reached the provider.
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A “paid” claim status and a bank deposit are different records. Match the payer’s remittance to the EFT or check details, deposit date, bank activity, and posting record; then investigate the first point where the trail no longer matches.
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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 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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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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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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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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