Jamie Leos

In revenue cycle management, small misses at multiple points can compound into larger delays. The focus should be whether leaders can see what is happening at each step.

A patient's medical insurance card was not scanned at check-in, delaying reimbursement by weeks. Leos says it was not one person's mistake: no one caught the issue early, and by the time it surfaced, the whole process had to be reworked.

A second post revisits the insurance-card example, shifting the focus from leadership style to clear systems, consistency and follow-through at every step.

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Early attention can keep small operational misses from becoming costly or damaging.

Leos describes practices that investigate only after a claim is delayed, a patient is upset or something falls through the cracks. Proactive leaders, by contrast, spot-check regularly and ask questions along the way.

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The experience starts with the first call, ease of scheduling, communication and the sense that someone genuinely wants to help.

Leos describes trying a nearby, highly recommended hip surgeon: two calls ended on hold, an online request went unanswered, and a third call reached someone unfriendly, with a first appointment more than two months away.

• At the Steadman Clinic, someone answered within minutes, listened, scheduled the following week and coordinated the consultation, MRI and insurance authorization into one visit.
• By that evening, Leos had MRI results, a treatment plan and surgery scheduled, and drove more than three hours on mountain roads without thinking twice.

This post takes the internal operations argument to the patient's choice of provider, showing how the same service principle applies from the outside.

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The point is that leaders do not need to figure everything out immediately, but they do need to know what questions to ask and when an issue needs their attention.

The posts present five areas as the core learning agenda for new practice leaders. Leos says helping them understand the why behind the business is some of their favorite work.

The Instagram post condenses the practice-ownership message and adds hashtags; the LinkedIn post keeps the full question list.

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Instead, step back, review the full process, identify where it breaks down and strengthen the system so issues surface earlier. Asking for help can provide that perspective.

In the revenue cycle post, Leos says it is okay for a leader to ask for help and offers a free RCM guide with key questions they typically encourage leaders to ask.

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The questions help readers diagnose their own practice, and the posts point to practical resources when relevant.

The insurance-card story leads into the reactive-versus-proactive lesson.

• The practice-ownership post lists questions about numbers, revenue cycle health, front and back office, team leadership and surgeon-manager alignment.
• Another post directs readers to a free RCM guide on Leos's website.

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It is the clearest piece to open with, turning an everyday healthcare moment into a specific argument.

Jamie Leos describes choosing a hip surgeon.

• They first tried a nearby, highly recommended specialist: two calls ended on hold, an online request went unanswered, and a third call reached someone unfriendly, with the first appointment more than two months out.
• They then called the Steadman Clinic, where someone answered within minutes, listened, and coordinated the consultation, MRI and insurance authorization into one visit.
• By that evening, they had MRI results, a treatment plan and surgery scheduled.
• The post argues that the difference was not cost or distance but the experience, which begins with the first phone call, the ease of scheduling, communication and the sense that someone wants to help.
• It closes by noting that a patient may drive three hours on mountain roads without thinking twice.

For brands planning a campaign

A thought-leadership partnership about patient intake could open with this story. It gives marketers a tested narrative: one poor experience, one good one and a single lesson for practice owners who underrate front-desk and scheduling changes.

It is a concise example of how they turn a small operational miss into a leadership lesson.

Jamie Leos describes a practice where a patient's medical insurance card was not scanned at check-in, delaying reimbursement by weeks.

• Their point is that no single person made a mistake; the process had no early catch.
• They contrast reactive practices, which address problems after they surface, with proactive leaders, who regularly spot-check, ask questions and look at the process as a whole.
• The post connects this to revenue cycle management, where several points can go wrong, and argues that most problems stem from a lack of visibility rather than people not doing their jobs.

For brands planning a campaign

This is a natural anchor for co-created content on revenue-cycle oversight. A partner could build a short series or webinar around the reactive-versus-proactive framing, using the unscanned-card example as the hook.

The post revisits the same visibility problem: a missed insurance-card scan at check-in delaying reimbursement.

• Jamie Leos says the issue usually lies in unclear systems, consistency and follow-through at each step, and that it is not always obvious what to look for.
• They add that it is okay for a leader to ask for help, and offer a free RCM guide covering the key questions they typically have leaders ask, linked to their website.

For brands planning a campaign

Shows an existing lead magnet and a clear co-marketing opportunity. A partner could underwrite, co-author or distribute a guide, checklist or webinar without introducing a new content format.

Newcomers get the topic list straight from the source.

Jamie Leos lists what new owners and managers often need help understanding: which numbers to look at, whether the revenue cycle is healthy, how the front and back office should work together, how to lead and support the team, and how the surgeon and practice manager stay aligned.

• They describe this as some of their favourite work: helping practice leaders understand the why behind the business and giving them tools and confidence.
• The closing point is that you do not have to figure everything out on day one, but you do need to know what to look for and when something needs your attention.

For brands planning a campaign

Maps directly to a thought-leadership curriculum for new practice leaders. A partner could sponsor a checklist, question bank or webinar series organised around the five questions in the post.

In one example, a missed insurance-card scan at check-in delayed reimbursement by weeks—not because one person failed, but because no one caught the issue early. They describe proactive leaders as those who regularly spot-check, ask questions, and review the whole process.

For brands planning a campaign

A thought-leadership partnership can focus on early-warning routines, process visibility, and leadership habits that prevent small operational misses from becoming revenue delays.

Examples: Source 1

Small misses become bigger delays when each step lacks visibility. Their posts connect that idea to clear systems, consistency, and follow-through, and note that leaders can ask for help rather than assume the problem is staff performance.

For brands planning a campaign

A campaign can offer an RCM diagnostic checklist, guide, or webinar to help practice leaders identify breakdown points and improve reimbursement workflows.

Examples: Source 1 · Source 2

At the other clinic, they reached someone within minutes who listened, answered questions, scheduled the next week, and coordinated consultation, MRI, and insurance authorization in one visit.

For brands planning a campaign

Content can tie patient access, scheduling, call handling, and care coordination to provider choice, using the story to argue that experience can outweigh cost or distance.

Examples: Source 1

Their posts list questions new leaders should be able to answer: which numbers to watch, whether the revenue cycle is healthy, how the front and back offices should work together, how to lead and support a team, and how the surgeon and practice manager stay aligned. They enjoy this work because it helps leaders understand the why behind the business, rather than expecting them to know everything on day one.

For brands planning a campaign

A content partnership can build a practice-owner onboarding series or toolkit around the questions new owners and managers need to ask in their first year.

Examples: Source 1 · Source 2

They use questions such as which numbers to watch and whether the revenue cycle is healthy to help readers diagnose their own practice. In one post, they direct readers to a free RCM guide on their website.

First-person anecdotes followed by practical lessons; bulleted or paragraph-based questions that model what leaders should ask; and occasional promotion of a free revenue cycle management guide.

For brands planning a campaign

The format suits co-created case studies, question-driven checklists, and practical lead magnets; a partner can supply the buyer context while Leos supplies the operational narrative.

Examples: Source 1 · Source 2 · Source 3 · Source 4 · Source 5

The insurance-card example, revenue cycle discussion, and patient-access story all turn on whether someone noticed a problem early and whether the process supported follow-through.

For brands planning a campaign

Messaging should avoid blame-heavy framing and instead position tools, visibility, and repeatable workflows as ways to protect revenue and patient experience.

Examples: Source 1 · Source 2 · Source 3

The clinic is presented as their own care provider and as an example of patient experience; no sponsorship, employment, or other commercial relationship is stated.

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They market consulting help to new owners and managers of oral surgery and specialty practices. The posts don't clarify whether Jamie Leos owns the business, works for it, or has a client arrangement; marketers should ask about the relationship.

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Both build posts as first-person reflections that name a principle, list concrete behaviors, and end by asking readers how they handle it.

Moyer works in software customer success, so the examples center on adoption trends, renewal risk, and internal alignment rather than clinical scheduling, insurance cards, or claim reimbursement. Moyer teaches through reflection and open questions, while Leos anchors each point in a specific operational scene and sometimes points to a free revenue cycle guide.

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The prior-authorization posts tally clinical wages spent on clerical work, physician turnover, and per-hour administrative expense. Leos applies the same instinct to a delayed claim or missed insurance-card scan: find the process point where money and morale leak, and say so plainly.

Omar writes from the vendor and health-system economics side, arguing for AI products by comparing revenue-generating automation with society-saving automation, and speaks to executives weighing ROI. Leos focuses on the individual practice and its leader, coaching them on visibility, systems, and the questions a manager should ask rather than what a health system should buy.

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Both write practical, direct posts for people deciding how to run or enter a business.

LeBrun draws on franchise and small-business ownership—running the numbers as if a manager already existed—and service businesses like health, wellness, and personal care. Leos speaks specifically to oral surgery and specialty practice leaders about revenue cycle health, front-and-back-office coordination, and surgeon-manager alignment.

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The posts argue that good customer success is proactive: noticing adoption trends before they become renewal risks, understanding customers' reasons beyond product usage, building touchpoints that aren't driven by urgency and reaching out before help is needed. A firm selling a subscription service into practices, or pursuing retention and account management, gets a more developed method here than a single proactive-versus-reactive framing provides.

The buyer changes.

• Moyer's examples focus on subscription relationships — adoption, renewal risk and escalations — so the reader is a software customer-success team, not a practice owner leading a front office.
• The posts don't cover scheduling, check-in, insurance verification, reimbursement, clinical staffing or payer behavior.
• A firm whose buyers judge success by clean claims and collections would have to rebuild the examples rather than reuse them; ask for work that demonstrates experience with practice operations.

Examples: Source 1 · Source 2

The posts quantify the case: prior authorization consuming seven to fourteen days of clinical staff time per request, a burned-out physician costing roughly $500K to replace, and AI labor priced at about $2 an hour against administrative wages.

• The line attributed to Taha Kass-Hout — that hospitals will adopt the AI that makes them more money, while the AI that saves society money is a different product — gives a partner a sharp, reusable framing for why revenue-positive automation gets bought first.
• For campaigns targeting enterprise health-system decision-makers or health-AI procurement, this ROI case is more developed than anything in Leos's posts.

The unit of analysis moves from a single practice to an enterprise.

• Omar writes about health systems, administrative overhead at scale and AI vendor economics; the math assumes thousands of prior authorizations a month, recruitment costs and enterprise deployment.
• An independent oral surgery practice making a hiring or intake decision can't apply that frame directly, and a consultancy selling to practice owners would have to shrink it before readers could act on it.
• Ask for examples tailored to independent practices.

Examples: Source 1 · Source 2

Drawing on 30 years of owning and operating businesses, LeBrun offers a franchise and ownership lens: model the business as if a manager is already in place, pay that role what it's worth, and check whether the business can stand without the owner filling every gap.

• A second post argues that in service businesses — health and wellness, personal care, specialized support — technology smooths scheduling and follow-up, but customers still want a knowledgeable person in front of them.
• That framing suits campaigns aimed at prospective owners, franchise investors or multi-site operators, and speaks to owners weighing whether to buy or scale, not just how to run what they have.

LeBrun isn't healthcare-specific.

• The posts contain no revenue cycle, payer, insurance or clinical workflow content, and no examples from a specialty practice.
• The audience shifts toward general franchise and small-business ownership; ask for examples relevant to surgical teams, intake or reimbursement if those are central to the campaign.

Examples: Source 1 · Source 2