There is a version of your organization that is not just stable. It is growing. Signing new payer agreements. Expanding into new markets. Adding clinical capacity without adding proportional overhead. Generating better margins from the contracts already in place.
That version is not a fantasy. It is the operational state that healthcare organizations reach when their administrative and business process infrastructure is genuinely working for them instead of requiring constant management from them. TBO’s Service Hub is built for exactly this moment.
Not for organizations that are struggling, but for organizations that are ready to move from managing the business to growing it.
The Shift That Changes Everything
Most healthcare owners and managers know their business well. They know the clinical side. They know the payer relationships that matter most. They know where the billing challenges are and where the staffing gaps are. What they often do not have is the bandwidth to act on everything they know, because the operational demands of running the business consume the time and attention that growth requires.
TBO’s founder built the organization’s model from inside that exact situation. Running an HME operation under margin compression, workforce instability, and relentless reimbursement cuts, the decision to build a different staffing model was not strategic. It was necessary for survival.
What emerged from that necessity was a system that reduced labor overhead from the high thirties and low forties to fifteen percent, restored predictability to staffing, and freed up leadership capacity to focus on the things that actually drive growth.
The Service Hub is what comes next. Once the operational foundation is stable, the question becomes: where is the revenue opportunity, and how do you go get it?
DME and HME Providers
Going From Defensive to Offensive
The HME and DME industry has spent years playing defense. Responding to reimbursement cuts, managing audit exposure, absorbing the cost of workforce instability. The organizations that are growing now are the ones that stabilized their operations first and then went on offense with their payer relationships.
TBO’s Service Hub gives established HME and DME providers the capability to do exactly that. The payer health review identifies where current contracts are underperforming or where reimbursement has fallen short of contracted rates.
From there, the contracting team works to expand network participation, renegotiate rates where there is leverage, and build the payer relationships that protect the business against future compression.
One client working with TBO on a national expansion engaged the Service Hub’s payer relations expertise to navigate licensing, credentialing, and network access requirements across forty-eight states. With TBO managing it, the expansion moved strategically, market by market, with a clear picture of which states presented the best opportunity and in what sequence.
Physician and Family Practices
The Growth That Comes From Knowing What You’re Owed
Physician practices that have been operating for three or more years almost always have optimization opportunities in their existing payer portfolio that are more immediately valuable than new contract acquisition. The contracts are already signed. The rates were agreed upon. The question is whether the organization is actually being paid what those contracts promise.
For many practices, the answer is no. Not because of fraud or intentional shortfall, but because payer systems are complex, rates are sometimes loaded incorrectly, and the follow-up required to catch and correct underpayments requires sustained attention that most practices cannot maintain alongside their clinical workload.
TBO’s Service Hub audits actual reimbursement against contracted rates, documents discrepancies, and recovers underpayments with direct payer engagement. For established practices, this is often the fastest path to meaningful revenue improvement. It does not require a new contract or a new payer relationship. It requires someone with the expertise and the time to find what is already owed and get it paid.
Hospital Systems and Larger Healthcare Organizations
Growth Strategy at Scale
For hospital systems and larger healthcare organizations, growth is not a single initiative. It is a set of coordinated moves across service lines, markets, payer relationships, and provider rosters. The organizations that execute growth most effectively are the ones where the administrative and business process infrastructure is strong enough to support strategic decisions rather than slow them down.
TBO’s Service Hub is built to operate at that level of complexity. The payer relations expertise that Lauren Barranti brings to TBO’s clients spans national payer networks, regional managed care relationships, and the full range of contracting structures that
health systems encounter, from facility-level agreements to professional and ancillary service contracts. For health systems that are entering new markets, adding service lines, or working to optimize the performance of existing contracts across a complex payer portfolio, TBO’s Service Hub provides the specialized expertise and the staffing depth to move those initiatives forward.
The turnover rate under one percent and the sixteen-week pre-placement training model also mean that health systems working with TBO are building administrative and operational capacity that holds. The investment in onboarding pays dividends over time rather than resetting every time a staff member leaves.
Multi-Location Dental Organizations
Scaling Revenue Alongside Scale
The financial performance of a growing dental group depends on its ability to participate in the right networks at every location, maintain current credentialing across the entire provider roster, and negotiate fee schedules that reflect the group’s volume and value rather than accepting the standard schedule every payer sends.
TBO’s Service Hub provides the contracting and credentialing infrastructure that makes growth financially sound rather than administratively chaotic. As locations are added, the team manages enrollment, maintains active participation status, and works within the group’s contracting strategy rather than treating each location as a standalone problem. The result is a dental organization that grows its revenue in proportion to its clinical footprint.
Mental Health Practices
Getting Into the Networks That Grow Your Patient Base
For behavioral health providers, panel access is the most direct lever for practice growth. A practice that is paneled with the right commercial payers and managed behavioral health organizations can serve a dramatically larger patient population than one that is limited to out-of-network or self-pay arrangements.
TBO’s Director of Payor Relations brings over twenty-five years of managed care contracting experience and the direct payer relationships that come with it. For mental health practices that have been repeatedly told a network is closed, or that have been waiting months on a credentialing response with no clear timeline, that expertise and those relationships represent a different kind of access. The path forward is not always obvious from the outside. From the inside, it often is.
Ready to see what a fully productive administrative operation looks like for your organization? Schedule a converstation with TBO. We will walk you through what the Service Hub can do for your specific situation.