The situation
Revenue cycle is a volume business. Denials get appealed, codes get checked, authorisations get chased. Every one of those is a person and a clock.
The team added AI drafting to appeals and a pre-check on authorisations. Turnaround improved. Denial overturns went up. The improvement is real and completely unmeasured, because it lives across the practice management system, the clearinghouse, and a spreadsheet.
The CFO is not asking for a transformation story. She is asking which line of the operating statement moved, and by how much.
What runs where
API gateway
The appeal-drafting and authorisation services route through your gateway, so cost lands per workflow.
Vendor account
Coder and specialist seats, including browser work.
Managed fleet
One deployed file across the back-office estate. No seat runs unrecorded.
What Oabo shows in the first 30 days
- Cost per workflow — appeals, coding, authorisation — split out of the platform bill.
- Overturned denials tied to the drafting work that produced the appeal.
- Coder and specialist hours absorbed, in the capacity register on their own.
- A cash figure only where the ledger moved: outsourced coding invoices that fell, write-offs that did not happen.
What to expect
Two units, two blocks. Cash is money your ledger moved. Capacity is time your people got back. Oabo never adds them together.