For your team / CFO and revenue cycle
Compare Rely's cost with the cost of the current workflow.
Most vendor conversations arrive at price without ever pricing the alternative. Before you weigh what this costs, it is worth sizing what the current transition already costs you, on both sides of the ledger.
Compare current labor costs with missed revenue.
Current labor, failure cost, vendor cost, and uncertain upside stay separate.
- 01Loaded labor cost
- 02Failure and leakage cost
- 03Current-state total
- 04Service cost
- 05Directional recovery
- 06Sensitivity range
Finance owns the inputs. Modeled opportunity is not booked savings or causal proof.
Compare current labor costs with missed revenue. Current labor, failure cost, vendor cost, and uncertain upside stay separate. The diagram shows Loaded labor cost, Failure and leakage cost, Current-state total, Service cost, Directional recovery, Sensitivity range. Finance owns the inputs. Modeled opportunity is not booked savings or causal proof.
Cost of the status quo
Both sides of the ledger, or the case is only half made
The cost-savings half is the one every vendor leads with: licensed people doing unlicensed work, overtime absorbing coordination, and the recruitment and turnover cost of trying to staff your way out of it.
The revenue half is the one that usually goes unpriced. Patients who would have established care in-system and did not. Eligible transitional-care billing that is never claimed because nobody completed the required contact inside the window. Downstream care that left because the transition failed.
- Avoidable labor: clinical and support hours currently going to nonclinical coordination.
- Recruitment and turnover: what it costs to add capacity by hiring, including time to fill.
- Reachable in-system care: patients who would have established care with you.
- Eligible billing never claimed: transitional-care and similar codes lost to a missed window.
- Delay: the monthly cost of deferring the decision, which is the number that turns a good conversation into a funded one.
Claim discipline
Four kinds of number, never blended
Most vendor economics fail diligence because these get mixed in one slide. Every number we put in front of you carries which of these it is.
| Kind | What it is | How it is labeled | Who owns it |
|---|---|---|---|
| Buyer input | Your volume, staffing, engagement rate, payer mix and current capture rate. Every field is editable and the default never silently becomes the answer. | Your number | You. We do not get to change it. |
| Modeled value | What follows arithmetically from your inputs and a stated assumption. Useful for sizing, worthless as proof. | MODEL OUTPUT · NOT AN OBSERVED RESULT | Joint. The formula stays visible so you can argue with it. |
| Observed result | Something that actually happened in a program, with a denominator, a period, a comparison and its limitations. | OBSERVED · with the method and limits attached | Us, with the population, period, comparison and limitations attached to it. |
| Attributed outcome | An observed result that a named party agrees was caused by the program. | Only with an agreed attribution boundary | Your finance and analytics teams, in writing, before it is reported. |
If you cannot tell which of these four a vendor number is, treat it as the second one.
Review the assumptions with Finance.
Run the model with your own inputs, then bring us the parts you think are wrong.