Most practices end up with a billing company here, an HR vendor there, an IT contractor, a marketing freelancer — and the job of holding it all together lands back on them. CHS runs it as a single operation, with one team accountable for the whole thing.
These are the functions CHS owns and operates day to day — the heart of running a practice's business.
The financial engine of the practice, run end to end — so claims go out clean, denials get worked, and the money that's owed actually comes in.
The numbers, handled — so leadership always knows where the practice stands and can plan with confidence. Support and reporting, with the practice always in control of its own finances.
The people side of the practice, supported — so the team is staffed, paid, trained, and taken care of, without it eating the owners' time.
Getting providers enrolled, kept current, and contracted on the best terms possible — with people who've negotiated from the payer side and know where the leverage is.
The systems set up right and the data made useful — so the practice runs on good infrastructure and leadership can see what's actually happening.
For these, CHS brings in vetted specialists and manages the relationship — so you still get one accountable partner, not a stack of contracts to chase.
Building the practice's name and bringing patients in the door — the growth side most back-office partners ignore entirely.
Keeping the practice protected and current as the rules keep moving — coordinated oversight so nothing slips through.
The buying power of a large platform, passed straight through — better pricing across the things every practice has to buy anyway.
A short list of where an independent practice typically overpays — and where CHS's aggregated leverage brings the cost down.
That's the conversation. Start with what hurts most — a denials backlog, credentialing, staffing — and grow it from there. You don't have to hand over everything to start.
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