Outsmarting out-of-pocket collection pains

Commercially insured patients owe more out-of-pocket costs for their care, yet they’re paying less of their financial responsibility for health care services, a recent Kodiak Solutions analysis found. It’s a sign that providers need new approaches to patient financial engagement—and better collaboration with health plans could take them there.

On the surface, the idea seems counterintuitive. After all, research points to payer actions that slow down cash flow for providers, such as a jump in initial claim denials, which reached 11.81% in 2024. This occurs even though payers ultimately pay 90% of initially denied claims, the Kodiak Solutions analysis found.

Meanwhile, nearly half of revenue cycle leaders say high rates of denials pose the greatest threat to their organization’s revenue cycle function, according to a survey by the Healthcare Financial Management Association and Knowtion Health. “The introduction of AI and automation by payers in denial decisions is likely to further fuel this trend,” the analysis states.

These are just a few of the factors pointing to the need to elevate strategic relationship management with payers, health care revenue cycle survey respondents agree.

But amid these conversations, a new trend is emerging: one in which payers initiate the “ask” for out-of-pocket payments—digitally—on behalf of providers. It’s an area where early adopters are seeing higher levels of out-of-pocket payment capture, increasing patient financial engagement while building stronger payer-provider relationships.

Reimagining payment collaboration with payers

Increasingly, payers are collecting out-of-pocket payments from members on behalf of providers. Here’s how this typically works:

• The health plan sends an explanation of benefits (EOB) document to the member via mail or email. This document informs the member how much they may owe out of pocket based on the contractual adjustment and the amount paid by the health plan.
• The EOB includes a QR code that the member may scan to enter a payer portal in order to pay their portion for care and services delivered.
• The health plan then sends this payment to the provider, whether electronically or by printed check.

While this approach adds a level of digital convenience for members and providers, it doesn’t necessarily speed cash collections for providers.

For one, it may take weeks for these payments to be sent to providers by the health plan. For another, once payments are received, staff on the provider side most likely will manually process and reconcile each payment with the account from which it originated.

Now, leading providers are beginning to collaborate with health plans to adopt a more digital-centric approach. Using the latest digital payment technology, plans send consumer payments directly to the provider, eliminating wait times for payment processing and posting. Advanced tech automatically reconciles payments for the provider, eliminating the need to manually match payments to patient accounts.

Alpine Physician Partners, leverages PatientPay Accelerate for these payments which has significantly improved our cash flow by speeding up payments by more than 40 days. It also significantly reduced the administrative burden of payment posting for our staff, reducing the cost of collections by approximately $4,780 per 1,000 payments.

Key considerations for providers

Today, more than 1 million providers of all sizes and types are exploring the benefits of a payer-facilitated consumer payment approach. It’s a model that shows promise for faster, cleaner and more efficient patient payment workflows and reduced days in accounts receivable.

But achieving the desired outcome with this type of approach necessitates more than a plug-and-play approach. Here are three other considerations for providers when leaning into this type of collaborative payment effort with payers.

1. Deploy multichannel mechanisms for patient financial communications. The quickest way to engage patients is by sending not just a paper EOB with a QR code for payment, but also a digital entry point for paying their bill. For example, by sending a secure text with a link to the EOB and quick pay button, patients not only gain transparency into what they owe and why but can also manage their account with ease.
2. Educate patients about this new option for payment. Some patients may be confused about why their health plan would accept out-of-pocket payments on their provider’s behalf. By initiating discussions with patients before they receive that first communication, providers can pave the way for faster adoption. One pro tip: Include signage describing convenient digital payment mechanisms in physician offices and waiting areas.
3. Make it easy for patients to follow through with payment. The best models eliminate the need for a username or password by recognizing the patient simply through the QR code used or the text from which the account was accessed. This decreases the potential for unnecessary friction in the patient experience. It also facilitates faster payment.

By leaning into a collaborative payer-provider model for payment, health care organizations can more effectively boost revenue and efficiency while decreasing the costs related to out-of-pocket payment.

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Every patient deserves your first-time energy

What do you think is the most common question that patients ask employees? Is it, "How long until I see the doctor?" or "Where's the bathroom?"

If you were asked those questions multiple times every day, at what point would you start to act frustrated with any patient who asked an employee that question?

Here's the point: The 50th person asking you where the bathroom is doesn't know they are the 50th person asking that same question. For them, it's the patient's first time asking, and your response should convey that it's the first time you've heard that question.

I have performed magic at trade show exhibitor spaces. One of the vendors hired me for three days, during which time I performed ten 20-minute shows a day – that's 30 shows!

After the final show, the vendor asked, "How is it that after doing all of those shows, you seem to be just as fresh and enthusiastic at the last show as the first show?" I answered, "I think about each audience. Everyone in the audience deserves my best effort and energy, as if each member of the audience were the first to see my performance. If I came off as bored or tired, I'd be letting them down, not to mention disappointing the vendor. So, even though I may have performed the same tricks and delivered the same lines supporting the vendor’s product for every show, each audience – even the 30th audience deserved my very best effort and energy as if it was the first performance.

Look at a server at a restaurant who recites the daily specials for the 12th time each night. Do you want to hear them deliver the menu with enthusiasm or with the boredom of the 12th repetition? If the server wants a good tip and the owner wants repeat business, then the server must be excited and enthusiastic with the presentation of the menu.

Baseball legend Joe DiMaggio understood this principle. His story is a perfect example of this concept. A reporter interviewed DiMaggio and asked why he played so hard for every game? He replied, "Because there might have been somebody in the stands today who'd never seen me play before and might never see me again."

If you have been to a Broadway Play, on the first night of a performance or the last show of their run, you will find that the energy level is the same. How do these performers generate the same enthusiasm eight days a week for three hours a show for hundreds of shows? I believe they envision each show as their first performance and want each audience to experience that same excitement and enjoyment.

I usually perform vasectomies on Friday afternoon. I find it a challenge to tell patients about the procedure, the post-operative instructions, and the potential complications multiple times each Friday afternoon. That discussion takes approximately 15 minutes. To make my same message fresh after preparing several patients , I made a video of that same discussion and ask each patient to watch the video either before coming to the office for the procedure or if they are in the office they see the video just before the procedure. Each video ends with the following message, “I hope you have found this video helpful regarding your vasectomy and I will provide you with a handout that summarizes what you need to know. If you have any questions, I will be in the room shortly to answer any additional questions you may have.” I also record in the EMR record that the patient saw the video and that I answered all his questions. I know this isn’t a perfect method of patient education, but it avoids me becoming stale after repeating the message multiple times.

I have a message on the wall of the before a procedure employee lounge where the employees enter each morning. The sign says, "You are going on stage. So go out there and light up the room." This is a reminder that the staff and the doctor have an opportunity to make each patient have a positive encounter with the practice. When we can do that, patients become raving fans and will tell their family and friends about their interactions with the staff and doctors.

Bottom Line: The best restaurant servers, athletes, trade show magicians, Broadway actors, and even doctors and medical staff understand that repetition is their challenge, not the patient's problem. Doctors and employees must find ways to keep their responses and reactions fresh, be it the first or thousandth time. This mindset transforms an ordinary patient experience into something extraordinary. Every patient deserves your first-time energy.

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Neil Baum, MD, a Professor of Clinical Urology at Tulane University in New Orleans, LA. Dr. Baum is the author of several books, including the best-selling book, Marketing Your Medical Practice-Ethically, Effectively, and Economically, which has sold over 225,000 copies and has been translated into Spanish.

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Lead, follow or get out of the way

Successful practices do not follow others; rather, they make their own paths and follow their own pathways and agendas. When doctors hear about a new treatment or technology, some are early adopters and will embrace anything new and exciting. In contrast, others are followers and wait until all the bugs have been worked out before getting on board. This blog will discuss what early adopters do to implement innovative and exciting practices.

Those who pave new roads and create new paths find the connections between what others have done and what works in their practices. Dr. Christian Chaussy, a urologist in Munich, Germany, noted pitting on the surface of an aircraft as it approached the sound barrier—a unique occurrence caused by the shock wave created in front of a drop of moisture. This finding, coupled with the close collaboration among academic centers and his development laboratories at the University of Munich, led to the invention of extracorporeal shock wave lithotripsy. He made the connection between the pitting noted on airplane wings and the harnessing of shock waves, focusing them on kidney stones. This connection led to the nonsurgical removal of kidney stones, which is now considered the standard treatment worldwide. To date, millions of people worldwide have been successfully treated using Chaussy's breakthrough discovery.

Accept obstacles and roadblocks

Thomas Edison tried nearly 10,000 materials before finding one that worked to create the light bulb. Edison said, "I have not failed 10,000 times. I have successfully found 10,000 ways that will not work." How many projects have you launched that didn't work initially, so you gave up on them? Numerous practices have embarked upon a project or venture only to find it was daunting and unsuccessful. For example, practices have adopted electronic medical records (EMR) systems only to find that productivity in the practice ground to a halt. More than a few practices have abandoned their entire EMR program, wasting significant amounts of time and money. Successful practices have found ways to work around the loss of productivity and ultimately made Electronic Medical Records (EMRs) work effectively in their practices. So, you need to decide . . . are you an Edison, a Chaussy or a capitulator?

Develop a "Plan B"

John Steinbeck said, "The best-laid plans of mice and men often go awry." Not every plan or idea will bear fruit. Many doctors and practices have tried to outsource their billing, only to find disastrous results. In these unfortunate cases, their next plan is to bring billing back in-house and cancel the billing service. (This can also happen in a reverse scenario where the practice must turn to outsourcing as their backup plan because their staff is unqualified to manage an in-house billing program.) Either way, successful practices wisely try new ventures while monitoring results and responses. If the project falls short of projections, it is reasonable to abandon the ineffective plan that is producing negative results and move on to the next best plan.

Focus on providing optimum patient care and financial success will follow

Rules are made for a reason and should be followed. Breaking them can lead to problems, fines, and even incarceration. However, in certain instances, it makes sense for some rules to be bent or broken if it proves to be in the best interest of your patients.

For example, A doctor prescribes a drug that they feel is the best for a patient's condition. After learning that the insurance company (trying to play doctor) recommends a generic drug that is less effective and has more adverse effects because it does not carry the more expensive drug on its formulary, this gives the doctor cause for concern for their patient. The doctor can bend the rules by informing the patient about the potential adverse effects. The doctor can also request that the patient describe any personally experienced adverse effects so that a report can be filed with the insurance company, compelling it to cover the more expensive, more effective medication. Sitting back and doing nothing may be easier, but it may not be in the best interest of the patient. This process will take a few minutes of staff time; however, it ensures that the patient receives the quality medication they deserve. The rule is being bent only with the patient's best interest in mind. I don't believe anyone will arrest or fine you for practicing patient-first healthcare.

Put patient before profits

When Steve Jobs was working on the iMac, he told his team, "Don't worry about price; just specify the computer's abilities. Focus on making the product great, and the profits will follow.

This same concept applies to any medical practice. Focus on providing optimum patient care, and the financial success will follow. Ensuring that patients have a positive experience every time they interact with your practice is crucial for increasing patient satisfaction and enhancing your online reputation.

Yes, you can judge a book by its cover, and make no mistake, patients judge your practice within only four seconds of walking through the front door. What is it that they see? What is their first impression of your staff? What do they see when they use the patient restroom? Did they have to wait long to obtain an appointment? How long were they placed on hold before speaking to a receptionist?

You've heard the expression, "Put yourself in someone else's shoes," and you will allow yourself to feel the experience something from that person's point of view. Making changes to please your patients need not always revolve around the dollar. There are things you can do that only require a small effort on your part but make a big difference in how your patient views (and talks about) your practice.

For example, if you need to refer your patient to another physician for specialized attention, encourage staff to do the preliminary work and make the call and appointment for the patient. Consider that older patients may have difficulty reading small fonts (12pt. or less) on an appointment card. Staffers can flip the card over and write in big letters on the back. Are some patients overly nervous during an injection? Your medical assistant can stand beside them, talk to them, hold their hand, and help divert their attention. I call this verbal anesthesia. Involve your staff in coming up with new ideas; in fact, reward them for their idea contributions.

While surveying patients and conducting focus groups to identify their needs and wants are very beneficial, many offices are afraid to do so because they don't want to see the results.

Conversely, others want to know what their patients want so they can be more accommodating. If you fall into the latter group of informed practices, make sure that when you ask for patients' opinions, you also make a point of listening to what they say and then follow up on their suggestions.

In addition to listening to your patients, ask yourself, "Would you go to a physician like you?" For example, would you wait three or more weeks for an appointment? Would you wait for an hour after your designated appointment to be seen by your doctor? Would you wait for weeks or a month to receive a report on your CT scan, which was ordered to differentiate a cyst from a tumor, when the result was a benign lesion? Tapping into what your patients are experiencing will help you stay attuned to the pulse of your practice. If the care you are extending to your patients is not acceptable to you, then very likely it is unacceptable to them.

Recognize opportunities

Every practice has opportunities that can be used to their advantage. Look at what similar practices are doing and strive to be different. Try to stand out in the crowd. For example, if your patients are mostly employed and work from 9 to 5, consider offering early morning, late afternoon, and Saturday morning appointments. If your patients are uninsured, you can eliminate the associated administrative costs and offer a reduced fee for those who pay cash for their services. If you can convince insurance companies that performing a procedure in your office as opposed to the hospital will reduce costs, they may see the financial advantage of that and allow you to offer your patient the more convenient option. If you perform a minimally invasive procedure that reduces the length of hospital stay, reduces the cost of care, and can get your patients back to gainful employment quicker than other procedures, this will give you a distinct advantage over other doctors who offer a standard procedure that is more costly and has a longer recovery time.

Celebrate successes

It is necessary to acknowledge successes, even if they are small. As Michael LeBoeuf, PhD, says in his book The Greatest Management Principle in the World (Putnam, 1985), "You get what you reward." Please make every effort to let your team know that you appreciate its efforts. Ensure that your staff understands their actions and behavior play a crucial role in ensuring patients have a positive experience. Kenneth H. Blanchard, PhD, and Spencer Johnson, MD, authors of The One Minute Manager (William Morrow, 2003), take that sentiment a step further, saying, "When we focus on what people are doing right, they do more things right." Likewise, when we reward good behavior, we encourage the repetition of good behavior.

Make the change

It doesn't matter if you consider yourself an innovative leader, one that jumps in ahead of the curve, or if you stay just behind it and wait until the waters have been tested. Making the decision to accept change for your practice in pursuit of a successful outcome is a step forward. When moving forward, you should:

1. Have an open mind. Hear the facts and consider all possibilities before automatically rejecting an idea. Allow the idea time to develop and prove its effectiveness.
2. Seek direct communication. Form or be part of a focus group where you can ask questions and share concerns that will impact your judgment.
3. Make an informed decision. Listen and learn. Use whatever methods are available (articles, Webinars, videos, social media, podcasts, etc.) to help understand the pros and cons of an issue.
4. Take the leap at your own pace! In the words of a wise Chinese proverb: "Be not afraid of going slowly; be afraid of standing still."

Bottom Line: Doctors and practices need to think outside the box and consider unconventional techniques to market and develop their practices. Practices that continue to do what they have been doing for decades are going to get left behind. Please consider adopting a few of these action steps to reinvent and reconfigure the way you attract and retain patients in your practice.

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New wristband offers real-time insights for diabetes and heart health

A flexible new wristband developed by engineers at the University of California San Diego could improve how people with diabetes manage their health by continuously monitoring glucose and key cardiovascular signals in real time. The technology, published in Nature Biomedical Engineering, combines painless microneedle sampling with ultrasonic and ECG sensors in a single wearable device.

The device samples interstitial fluid beneath the skin using a replaceable microneedle array, allowing for real-time monitoring of glucose, alcohol, and lactate. Simultaneously, it uses an ultrasonic sensor to measure blood pressure and arterial stiffness, while ECG sensors track heart rate. These metrics offer a more comprehensive view of health than traditional glucose monitors alone.

“Comprehensive and effective management of diabetes requires more than just a single glucose reading,” said An-Yi Chang, co-first author and postdoctoral researcher in the Aiiso Yufeng Li Family Department of Chemical and Nano Engineering at UC San Diego. “By tracking glucose, lactate, alcohol and cardiovascular signals in real time, this pain-free wristband can help people better understand their health and enable early action to reduce diabetes risk.”

The project was a collaboration between the labs of professors Joseph Wang and Sheng Xu. Wang’s team focuses on chemical biomarker detection, while Xu’s group specializes in wearable ultrasound devices. Their joint effort created a platform that integrates metabolic and cardiovascular monitoring for round-the-clock insights.

The wristband’s readings have shown strong alignment with standard commercial devices, including glucose meters, breathalyzers and lactate monitors. Researchers plan to expand its functionality and eventually power it through sweat or sunlight while integrating AI to analyze personal health trends.

A new era in diabetes wearables

The UC San Diego wristband reflects a growing trend in the health care sector: next-generation wearables that go far beyond step counts and heart rate. As chronic disease management increasingly moves outside clinical settings, researchers and companies alike are racing to develop smart, continuous monitoring tools tailored for real-world use.

One of the biggest recent advancements is the ability to measure multiple biomarkers simultaneously. Traditional continuous glucose monitors have already transformed diabetes care, but their scope is limited to blood sugar. Adding alcohol and lactate levels provides important context about behavior, diet, and exertion, while cardiovascular indicators like arterial stiffness and blood pressure reveal longer-term health risks often invisible to glucose data alone.

What sets newer devices apart is the integration of sensors once thought too bulky or complex for wearables—such as ultrasonic arrays and microneedles. Innovations in materials science and miniaturization are making it possible to incorporate hospital-grade diagnostics into discreet, user-friendly formats.

The use of artificial intelligence is also on the horizon. Future devices may analyze trends across thousands of data points collected every day, alerting users to early signs of heart disease, insulin resistance or poor recovery from exercise. Combined with telemedicine, these insights could help providers customize treatment or intervene before a crisis occurs.

As devices like UC San Diego’s wristband advance toward commercial viability, the healthcare sector is likely to see a surge in multi-sensor platforms that empower individuals to take more proactive roles in managing complex, chronic conditions like diabetes.

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Reducing surgical cancellations

You have a first surgical case scheduled at 7:30. You are leaving the parking lot at 6:45, when you receive a phone call from the operating room that your patient didn't stop their aspirin. The anesthesiologist recommended cancelling the elective surgery. Nothing is more disruptive to a urologist and their schedule than to have surgery cancelled on the day of the intended procedure. The last thing a surgeon or patient wants is for their surgery to be cancelled at the last moment. It's stressful and disruptive to everyone involved. In most instances, these situations can be resolved before the day of surgery. They can be prevented, thus avoiding a costly hole in the urologist's schedule. This article will discuss the use of a simple checklist to avoid cancellations.

Suggestions when scheduling the case:

Contact the patient 7-10 days before the procedure by phone, e-mail, or text as a reminder of the date of surgery, the hospital, and the time to arrive at the hospital\ATC

Be certain that insurance approval has been received. I recommend that this be in writing, as verbal approval may result in the doctor, anesthesiologist, and hospital not getting paid, and the patient receiving an unexpected bill. Even if the surgical result is excellent, a patient receiving a bill creates an unhappy patient. It is the responsibility of the practice to be certain that approval and authorization have been obtained before the surgery.

If your operation requires a medical device or equipment brought to the operating room, contact the representative, and give them the date and the time that the surgery is scheduled. Ensure the representative arrives at the facility before the procedure starts.

Notify the representative of any special needs you may require for the procedure.

10 -14 days before the procedure:

Make sure that all consultations have been completed and notes from the consultant are on the chart, copies have been received by the hospital/ATC and reviewed by the anesthesiologist 48-72 hours before the procedure. If there is a problem with the facility misplacing or losing the reports and results, then bring a folder with the necessary documents with you to the OR.

Check all the lab work (glucose and potassium) and be certain that anything abnormal has been reviewed and approved by the anesthesiologist.

Review EKG and CXR for any abnormalities and requests for additional views, i.e., nipple markers.

If patients are on aspirin and/or anticoagulation medications, ensure they have been discontinued 7-10 days before the surgery or that you plan to use a "bridge" approved by the PCP, internist, or cardiologist.

Pre-op visits with the facility have been scheduled and completed.

1-3 days before the procedure:

Make sure the patient has prescriptions filled for post-operative antibiotics and pain medication before the surgery to avoid pain and discomfort after the procedure.

Nurse or medical assistant contacts the patient and reminds the patient to avoid food or fluids after midnight the night before surgery.

Recommend a laxative or suppository on the day before the procedure, so constipation will not be an issue post-operatively

Post-op visits are scheduled before the surgical procedure

The nurse or medical assistant makes sure all questions by the patient have been answered, and if necessary, have the surgeon answer any additional questions the patient may have

And most important of all, make sure the consent is signed for the practice AND the hospital, and that the facility has a copy of the consent on the chart. I suggest that you bring a copy of the consent with you on the day of surgery, "just in case" the hospital misplaces the consent you have faxed or sent to the hospital or the ATC.

Afternoon before procedure:

The medical assistant or nurse calls the patient and reminds them of the importance of no food or fluids after midnight, and the time they are to report to the hospital or ATC.

Lagniappe*- or after the procedure

It is such a nice gesture and so very appreciated by patients if the doctor or the nurse calls after the surgery to check on the patients and answer any additional questions. I suggest telling the patient approximately the time that someone from the office will call so that they are not on the phone.

Bottom Line: To avoid the last thing anyone, i.e., patient and doctor, wants is for their surgery to be cancelled at the last moment. It's stressful and disruptive to everyone involved, leading to an unhappy doctor and patient. No matter how hard you try to prevent it, some surgeries will be cancelled due to lack of paperwork, insurance refusals, or even human error. The job of the practice is to get those patients back in the system and rescheduled for surgery as soon as possible.

*Cajun for “something extra” or thirteen pastries as the baker’s dozen

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Set it but check it: Avoiding the hidden risks of ambient listening in health care

I was recently reviewing a family member’s clinical visit notes and quickly realized that things just didn’t add up. I found some glaring errors that didn’t make sense - and then I learned the practice used artificial intelligence-driven ambient listening tools to document clinical visits.

One take-away from that experience was that AI-powered ambient listening – though very promising – has a way to go in terms of creating accurate, verifiable and reliable documentation. At a time when the adoption of these tools continues to grow across medical settings, the potential flaws should be concerning for all of us.

To be clear: I’m not against AI scribes or ambient listening tools – I simply think the technology needs to mature a bit more to live up to the hype and support the delivery of high-quality patient care. In the meantime, we need to exercise caution and implement some human and technological safeguards.

Ambient listening tools are well-positioned to help tackle physician burnout and reduce documentation burdens, allowing providers to spend more time face-to-face with patients. But when the technology adds the occasional symptom or diagnosis that does not align with the patient presentation, or switches a patient’s sex from male to female in the middle of the note, it’s critical that we call out the potential limitations of these technologies.

In the same way that busy and overwhelmed clinicians sometimes sign off on transcription without reviewing the notes in detail, it might be tempting to do the same with documentation created via ambient listening. However, to minimize risks to patient safety and to avoid downstream problems with care coordination, billing, and insurance, clinicians must take a more measured approach when embracing these tools.

The impact of bad data

Once bad data becomes part of a patient’s medical record, fixing the errors can be challenging - and the potential consequences of errors can be far-reaching. For example, an incorrectly documented diagnosis can trigger incorrect coding for billing, improper follow-up care, and even incorrect assignment of risk under value-based care programs.

For patients, these errors may also be a source of frustration and anxiety. Could you imagine the alarm a patient might feel if, for example, he reads his clinical summary and finds he is (incorrectly) labeled with a terminal disease? Even if the patient knows it’s an error, he may be near-powerless to fix the mistake, especially if the note had already been shared with other providers.

According to a recently published survey by the American Medical Association, I am not the only physician concerned with the growing use of AI tools in health care. Notably, survey respondents emphasized the need for such things as feedback loops and data privacy assurances, with 47% ranking increased oversight as the top regulatory action needed to increase their trust in adopting AI tools.

Human oversight and technological safeguards

Regardless of future regulatory action, the provider will always be the one ultimately responsible for the accuracy of a patient’s medical record. It’s thus essential that we keep a “human in the loop” to verify the accuracy of AI-generated clinical documentation.

In addition to human oversight, clinicians need backend technologies to ensure the accuracy and appropriateness of AI-generated clinical documentation. After ambient listening captures the clinician-patient interaction, the conversation needs to be transformed into high-quality structured data and validated against a vetted source of truth, which requires technology that can work behind the scenes to identify accurate diagnoses and billing codes. To be truly actionable and timesaving, that information also needs to be integrated seamlessly within the EHR, connecting related clinical information and actions to assist the doctor in treating the patient.

Set it but check it

It’s still early days with AI-assisted technologies, and like many potentially game-changing technologies, we need to exercise caution. Until the tools are perfected, we need real physician oversight and the integration of validation tools to ensure data is accurate and supports quality patient care, efficient workflows, and accurate billing. For now, when it comes to AI-based ambient listening tools, the best approach may be to set it - but check it.

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