JTS’ portfolio, delivered through its deep bench of industry experts, offers extensive expertise in the realm of accounts receivable management, analytics, auditing, advisory, billing, coding, process improvement and consulting along with comprehensive revenue cycle and health information management services for hospitals and physicians.
“Approaching a decade in existence, client service continues to be at the heart of our firm. We aim at delivering value and maintaining strong relationships with our clients, balancing these with their organization’s ongoing profitability,” says Thomas D. Stewart, Jr., Co-Founder, President, and CEO of JTS. For his team to be successful, Stewart says that measurable service quality is essential. “Keeping our clients’ interests at the core of our interests is in the firm’s DNA,” he adds. “We measure our success each day based on the value of our performance for clients.” Those clients include integrated health systems and community hospitals, cancer centers, physician practices, and self-funded employers.
Hospitals and physician practices struggle with rapid change and thin, if not negative profit margins. JTS’ revenue cycle management consultants tackle this challenge with their in-depth industry experience and the know-how required to evaluate and assess financial health and profitability in healthcare organizations. “We help clients in bridging the gap between technology and operations. We automate processes and provide leading-edge analytical toolsets that allow us to be more proactive than reactive, helping the clients manage their financial results on a more granular level. In the revenue cycle space, an example is our analytical capability that allows us to deliver greater predictive results for clients in A/R management,” says Stewart. From a technological standpoint, Stewart gives Paul Merrywell, SVP and COO of the company, the credit for establishing a refined tone from the top when it comes to connecting technology to operations.
The Powerful Combo of Unprecedented Expertise and Client-Centric Approach
What makes JTS second to none is the expertise of its highly-skilled team. The team has in-depth knowledge of the challenges in the revenue cycle space, honed from years of working in the trenches, as well as the prowess to set solutions in place at a rapid pace.
We believe in putting our clients’ best interest first. Nearly 100 percent of our clients come from referrals
Stewart explains, “JTS can react with resources and tools within days and weeks not months. This agility has helped the company to build trust and increase the longevity of client relationships, while also evolving as a true trusted advisor and taking on more active roles that address their clients’ business needs.”
While client success might have different connotations, at JTS, it goes way beyond high-quality service and support. The firm’s commitment to creating a remarkable client experience and exceeding expectation is its secret sauce for innovation and growth. What drives success at JTS is their unique staffing models, flexibility with pricing, and adapting to customers’ economics—considering both operational and technology expenditure. “We believe in putting our clients’ best interest first. Nearly 100 percent of our clients come from referrals,” extols Stewart.
For example, when a National Cancer Institute (NCI) hospital wanted to update its revenue cycle management system, they struggled from authorization design challenges, data migration issues, financial clearance workflows, along with coding and edits backlog created by a patient account file structure post-live redesign, until they reached out to JTS. “We carried out a large re-engineering project for them that involved providing consistent RCM and HIM operational support with around 50 full-time equivalents (FTEs) in a year,” says Stewart.
Additionally, JTS provided full operational support to the client in stabilizing coding performance within the OP area of the HIM department. It shouldn’t come as a surprise this client continues to work with JTS. “Today, we still provide Revenue Integrity and Analytics services to help this NCI cancer hospital. In addition, we have continually provided pricing analysis structures-models that enable this hospital to differentiate in their marketplace,” Stewart adds.
Stewart cites another instance, when a renowned university hospital faced issues with their discharge not final billed (DNFB) from a charging perspective. The university hospital required 15-20 senior HIM professionals. “We pulled a team for them in just a month to address this multi-million-dollar issue,” he recalls. The turnaround time has earned JTS a multi-year relationship and agreement in the same space with the prestigious university hospital.
The fact that JTS’ clients from almost a decade ago are still active clients speaks volumes about the company’s determination and commitment to winning trust and building long-lasting relationships.
JTS’ vision and dedication to clients drives the business. Stewart looks forward to augmenting their RCM and HIM portfolio of services and building toolsets to complement those services. Setting up other consultancies and lines of business specific to charge capture, auditing, and more have also been developed and therefore are maturing to the next level. As hospitals are being driven toward value-based reimbursement and bundle payments; JTS is in line with all these trends and is committed to keeping clients on the leading edge. The company is also working with the clients in the genomic space to drive down costs and enhance the quality of care.