Evidence
What the Work Actually Looks Like
Three detailed case notes from ambulatory healthcare operations: the situation, what the numbers showed, what we changed, and what it produced. No logos, no testimonials, no rounded-up claims.
Three Case Notes
Each one follows the same structure we use in an engagement: measure the current state, rank the opportunities, execute the fixes, then build the cadence that keeps the gains.
Operator Case Note — Revenue Cycle
$1M+ in Aged A/R Recovered From a Revenue Cycle Everyone Assumed Was Fine
Multi-site ambulatory specialty group, roughly $30M net revenue, 60+ clinical FTEs
A billing operation that looked healthy on the dashboard was quietly writing off recoverable money every month. Rebuilding denial triage and enforcing contracted rates released more than $1M.
$1M+
Aged A/R recovered
Read the full case noteOperator Case Note — Capacity and Ancillaries
Infusion Margin From 7% to 20% Without Adding a Single Chair
Hospital-affiliated ambulatory infusion service, 14 chairs, mixed commercial and Medicare payer mix
A high-revenue infusion service was barely profitable. The fix was not volume — it was scheduling, drug acquisition discipline, and authorization workflow.
7% → 20%
Contribution margin
Read the full case note
Operator Case Note — Overhead and Growth
40% Off IT Spend and a Path to 36% Revenue Growth Across Multi-Site Expansion
Multi-site ambulatory organization mid-expansion, growing from a handful of sites toward a regional footprint
Overhead had accumulated one urgent decision at a time. Consolidating vendors and standardizing infrastructure cut IT spend 40% and made expansion operationally possible.
40%
Reduction in IT spend
Read the full case noteThese are operator case notes from our founder's prior executive and operating roles in ambulatory healthcare, described without identifying details. They are shared as evidence of method, not as Edison Breakwater client engagement results.
The Numbers Across These Engagements
$1M+
Aged A/R recovered
through denial triage and fee schedule enforcement
7% to 20%
Infusion margin
with no additional chairs or staff
40%
IT spend reduction
through vendor consolidation and renegotiation
36%
Revenue growth
across a multi-site ambulatory expansion
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