MARGIN
Lower cost, shorter cycle times and more cash from the work behind the front line.
Operations Performance takes on the processes that set margin and working capital: order-to-cash, procure-to-pay, revenue cycle, S&OP, quality documentation, account and advisory operations, and the monthly close. We measure cost, cycle time, error and rework rates, redesign the flow with the people who run it, and then automate the steps that should never have needed a person, using document-reading tools where documents, exceptions and careful reading are involved. People stay on the decisions and the exceptions.
The outcome
What changes when the program runs.
Lower cost per transaction
Cost per order, claim, account transfer, return or close measured and reduced by removing rework, re-keying and manual chasing.
Shorter cycle times
Order-to-cash, referral-to-bill, application-to-funded-account and close cycles shortened, with bottlenecks visible every week.
Cash released
Days sales outstanding, denial and deduction recovery, inventory and billing accuracy improved, so working capital moves with the P&L.
Capacity to grow
Volume growth absorbed by the current team, with staff moved from keying and chasing to exceptions, customers and patients.
Capabilities
What the work covers.
01
Process measurement and redesign
Process mapping, work sampling and system logs to find where time, cost and errors accumulate, followed by a redesigned flow with clear ownership.
02
Order-to-cash and procure-to-pay
Emailed and PDF purchase orders read into the ERP, invoice matching, deduction and chargeback research, and collections prioritized by risk and value.
03
Revenue cycle operations
Eligibility, authorization preparation, claim edits and denial work queues for care providers, with root causes fed back to scheduling and intake.
04
S&OP and planning
A monthly sales and operations planning cycle with demand signals, capacity, inventory and service levels in one view, so plans hold between meetings.
05
Quality and regulatory documentation
Drafting and assembly of deviations, CAPA records, certificates of analysis, safety data sheets and specifications for review. Your Quality Unit reviews, approves and signs every GMP record.
06
Financial-services operations
Account opening and transfer paperwork, advisor onboarding files, fee billing and reconciliation, tax and audit engagement preparation, and alert-review preparation, with every decision left to your operations, principal and compliance staff.
07
Close, reconciliation and reporting
Month-end close tasks, reconciliations and management reports assembled automatically and checked against your controls.
How it works
From baseline to measured result.
Each phase reports against the baseline agreed at the start, so progress is read in your own numbers.
Weeks 1–2
Baseline the process
Volumes, cost, cycle time, error and rework rates measured for each workflow in scope, from system data and time studies.
Process mapping · Work sampling · System logs · Cost per transaction
Weeks 3–6
Redesign and pilot
The new flow agreed with the people who run it; automation built for the highest-volume steps and piloted on a controlled slice of work.
Future-state design · Automation build · Controlled pilot · Exception handling
Weeks 7–12
Scale and lock in
The redesigned process rolled out with SOPs, controls, training and a weekly dashboard against the baseline.
SOPs and controls · Training · Rollout · Weekly dashboard
Ongoing
Improve continuously
The next workflows added in order of value, or the operation handed to your team with documentation and monitoring.
Next workflows · Monitoring · Handover
Engagement models
How to engage.
Scope, fee, team and deliverables are agreed in writing before work starts.
Fixed-scope program · AFTER THE DIAGNOSTIC
One process, a measured improvement
One workflow or a connected set, scoped after the Performance Diagnostic, with the cost, cycle-time or cash metric agreed in writing.
- Baseline per workflow before any change
- Redesign with the people who run the process
- Automation where it pays back
- SOPs, controls and training at handover
Interim or fractional operations leadership
An operator in the seat
An interim or fractional Transformation Leader leads the operations agenda on a retainer, with Ometz specialists redesigning and automating behind them.
- Owns the operating plan and its metrics
- Runs the weekly operating review
- Prioritizes the improvement backlog
- Hands over to a permanent leader
How we are paid
We share the risk of the plan we write.
Every program is measured against the baseline set in the Diagnostic. Where the work allows, we put part of our fee at risk against the targets we agree with you. If those measures do not move, that part is not invoiced. A plan we would not be paid on is not a plan we should sell.
The market problem, in published numbers
~30%
of activities in most occupations are automatable with currently demonstrated technology
32%
average cost reduction achieved by organizations that scaled intelligent automation beyond pilots
Deloitte, Automation with Intelligence (2022 global survey, 479 executives, 35 countries) (2022)
$21B
in further potential savings for US medical and dental providers and health plans from more automation of administrative transactions
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
Industry playbooks
Operations Performance, applied to your industry.
- Food & BeverageOne demand plan the plant believes, a supply plan that protects service on the items that matter, and more good product from every line hour.
- Pharma Services & Consumer HealthA planning cycle that holds service levels on less inventory, built for long SKU tails, customer-specific packs and constrained lines.
- Chemicals & IngredientsFaster quotes, cleaner orders and a plan that holds service and working capital together, at a cost-to-serve you can see by customer.
- DSOs & Dental GroupsA lower cost to collect and faster cash: eligibility and benefits confirmed before the patient sits down, clean claims out the door, and denials and posting worked from prioritized queues in the support center.
- Home Health PlatformsStaff more of the hours and visits you are already authorized to deliver: a faster recruiting funnel, fewer early-tenure exits, and schedules that close gaps before they become missed visits.
- Aesthetics & Wellness PlatformsClinic margin managed through the schedule: provider templates matched to demand, product cost per treatment under control, and front-desk work moved into automated workflows.
- MSOs & Multi-site Medical GroupsFewer denials and faster cash, by fixing eligibility, authorization and registration before the claim and working what still denies through prioritized workqueues.
- Private EquityThe diagnostic's priced plays turned into owned workstreams, with margin and cash levers in the run-rate by day 100 rather than still in the model.
- Wealth Management & RIA AggregatorsMore of every advisor's week spent with clients, a lower cost to serve each household and, at broker-dealers, a lower supervision cost per rep, by redesigning preparation, service requests, money movement and supervisory review around the advisor.
- CPA & Advisory PlatformsMore returns and engagements through the same team: intake, preparation and review redesigned around one standard workflow, with AI and automation where they shorten the cycle, and partners taken off preparer-level work.
Operations FAQ
From hours, errors, cycle time and cash. We measure each workflow before changing it, automate the highest-volume steps first and report against that baseline. The research cited on this page sizes the general opportunity; your own numbers decide the plan.
No. We do not offer computer-system validation and do not present our tools as validated. In GMP settings our work prepares drafts and assembles evidence; your Quality Unit reviews, approves and signs, and your validation owners decide whether any tool needs validation before use.
No rip-and-replace. We work around the ERP, practice-management, custodial or tax and audit platforms you already run, and confirm integration depth during the Performance Diagnostic.
That is a leadership decision, planned from the start. The program states where capacity is released and where it goes: absorbing growth, improving service, reducing overtime and agency spend, or moving people into exception and customer work.
We prepare, assemble and check; your staff decide. Suitability judgments, alert dispositions, account approvals and anything requiring principal or compliance review stay with your people, inside your existing controls and recordkeeping.
Next step
Find out where performance is being lost, and what it is worth to fix.
The Performance Diagnostic runs for two to four weeks at a fixed fee and ends with a baseline, three priced improvement plays and a 90-day plan. The findings are yours whether or not we continue.