In a session sponsored by Adonis at Becker’s 22nd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference in Chicago, leaders from multispecialty and orthopedic groups shared how they are cautiously embracing AI to improve revenue cycle management in outpatient care.
The conversation highlighted both the potential and pitfalls of AI adoption, with panelists underscoring the importance of thoughtful integration over wholesale disruption. They discussed how AI can help automate repetitive tasks, support stretched teams and drive faster collections, while emphasizing the need for clear ROI, careful planning and strong collaboration with technology partners.
Here are four key takeaways from the session.
1. AI is offering relief for repetitive revenue cycle tasks.
William Vanderveer, CEO of Redefine Management, shared that while acquiring their revenue cycle company was originally a defensive move to secure dependable talent amid a competitive market, AI has become a key part of advancing that strategy.
Rather than reducing staff, Redefine Management is using AI to help experienced revenue cycle teams work more efficiently and focus on higher-value activities like complex appeals and negotiations. By automating repetitive work — claim denial follow-up, reporting — the organization aims to build a stronger, more efficient revenue cycle workforce.
John Brady, CEO of Geneva, Ill.-based Fox Valley Orthopedics, echoed this sentiment, noting that automating front-end processes can prevent problems further down the revenue cycle. “If you don’t do [registration and scheduling] right, the rest of it kind of falls apart,” he said.
Mr. Brady also pointed out that payers frequently change coverage rules, making it difficult for staff to keep up.
“No one can stay up-to-date with coding rules — it’s too much,” he said. “If you’ve got a tool that can help you with that, that’s going to be a really nice addition.”
2. Healthcare organizations are wary of AI hype and eager for proof.
While optimism about AI runs high, panelists expressed skepticism about untested solutions and inflated promises.
“As we evaluate, for me, the important thing is that it’s more than a concept — that it is something real and tangible we can put to use in the next two months, not 14 months later. That is critical,” said Nick Bohra, CFO of U.S. Orthopaedic Partners.
Mr. Vanderveer observed that pricing is beginning to normalize as more vendors enter the market. He cautioned against focusing on buzzwords instead of outcomes, encouraging leaders to assess companies’ healthcare expertise, ability to apply logic and reason to get desired results, and price points.
“There’s just a lot of competition entering the space,” Mr. Vanderveer said. “Do I think ultimately that’s going to iron out to who are the most successful companies out there producing the best results, rising to the top and people willing to pay a premium for that? A hundred percent.”
3. The ROI of AI can be defined in myriad ways — with efficiency at the core.
Despite some concerns about cost, leaders agreed that AI investments should focus on freeing up existing staff to do higher-level work rather than cutting positions. Mr. Bohra explained that for U.S. Orthopaedic Partners, the return on investment in technology like AI is primarily measured by how much faster it helps the organization collect cash and improve liquidity and EBITDA, rather than simply cutting costs.
Acknowledging it’s “hard to find good people,” Mr. Bohra emphasized that the goal isn’t to replace staff but to scale effectively while maintaining the same team size. Once effective team members are hired and trained, retaining them is a top priority, he said.
Mr. Brady added that the ROI calculation goes beyond dollars saved. “I look at hours spent. I look at turnaround time. I look at, what’s my staff doing — are they chasing Blue Cross or talking to patients directly while, in the background, [AI] is able to do it?” he said.
4. Risk mitigation and vendor collaboration are top of mind.
Leaders stressed the need for careful planning around AI deployments to avoid unintended consequences. Outside of RCM, Mr. Vanderveer shared that Redefine Management had tapped an AI partner to manage after-hours call center operations but encountered major problems, including patient complaints and safety risks.
He emphasized that the failure wasn’t due to the technology itself but to insufficient planning around contingencies and safeguards before launch. The experience underscored the importance of thorough preparation and vendor collaboration, Mr. Vanderveer said.
Panelists also discussed the value of working with smaller tech partners that are willing to adapt their products to meet specific needs. Several noted how large EHR vendors and other tech companies often can’t fully meet the needs of specialized practices, such as musculoskeletal care, because their platforms are designed for broad markets and primary care. These leaders have found working with smaller, more innovative companies enables building customized solutions without requiring major platform overhauls.
While none of the panelists claimed AI would solve every revenue cycle challenge, they agreed that intentional adoption — rooted in clear goals and collaboration — could help ASCs improve collections, reduce friction and create more sustainable operations.
As Mr. Brady put it: “You don’t have to cut your way to greatness. You can just do things better. In this AI space, I’m cautiously optimistic.”
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