Solo and small practicesOne provider · one front desk

A group has a billing department. You have Thursday afternoon.

Which is exactly why the serious software belongs here. A forty‑location group can absorb a missed claim inside a team whose job it is to catch it. You absorb it personally, between patients, at seven in the evening.

Run your own numbers Get a plan for the tools you have

More than one location?The problem is different, and so is the page →

A group practice hasYou have

A billing teamDana

A scheduling coordinatorDana

An insurance verifierDana

Someone who chases recallDana, when there's time

An analyst who reads the numbersNobody

Five roles. Five people.Five roles. One person, and a gap.

The arithmetic

The work outruns the day.

Not because anyone is slow. Because the administrative load of a single practice is larger than the hours one desk has to give it.

Phones and walk‑ins2h 00m

Scheduling and confirmations55m

Insurance verification1h 00m

Claims and attachments1h 05m

Denials and appeals40m — crosses the line

Recall outreach45m

Statements and collections35m

Reading the numbers20m

Illustrative — a single‑provider practice at about eighteen patients a day. Run your own inputs on Run the Numbers; the shape is the same at every size, only the overflow changes.

The last three items are the ones that fall off. They are also the three that decide what the practice earns.

What it costs

The dollars are smaller. The proportion is not.

A single‑provider practice loses the same four things a forty‑location group loses. It just has no department positioned to catch any of them.

Identified in a year · modelled single‑provider practiceModelled

Treatment presented, never scheduled$62,000

Patients overdue for recall, never contacted$38,000

Calls that went unanswered$23,000

Claims denied and never appealed$14,000

Identified annually$137,000

What you would actually recover

$48,000 – $68,000

Not all of it is winnable. Some treatment was declined for good reasons, some recall patients have moved, some denials were correct. A number that claims otherwise is selling you something.

Base case: about eighteen patients a day and roughly $900,000 in annual collections. Every figure on this page is drawn from that one practice, so the numbers can be checked against each other.

At a group, that gap is a variance line somebody reviews each quarter. In a solo practice it is the owner's income, and nobody reviews it at all.

The alternative

The other fix is to hire.

Most practices in this position buy one of three things. Each solves part of the problem, and each has an annual cost worth putting next to ours, on the same $900,000 practice.

The usual fixAnnual costWhat it leaves unsolved

A second front‑desk hire

$46K – $58Kfully loaded

Doubles the hours, not the coverage. Still nobody reading the numbers, and the overflow returns as the practice grows.

Outsourced billing

$36K – $72Kat 4–8% of collections

Works the claims well. Does not touch the treatment backlog, the recall list, or the calls nobody answered.

An answering service

$12K – $24Ktypical range

Takes the message. Booking still lands back on your desk in the morning, alongside everything else.

We are not suggesting you replace anyone.

Any vendor pitching that outcome to a two‑person practice has misunderstood the business. The work that moves is the work nobody wanted; what is left is the part that needs a person.

What moves

Verification, resubmissions, chasing recall lists, the statements nobody got to: the work nobody wanted anyway.

What stays

The person at your front desk is the reason patients come back. Nothing here is designed to remove them.

What you get back

The one hour fifty. And, for the first time, someone reading the numbers every morning.

The Hub · FreeOne provider, one front desk — and the specialists you already text. The Hub puts every conversation about a patient in one thread, free for life, beside the software you already run.Get the Hub free →Claims can run in the Hub too — ask us in an hour →

The question is not whether to spend money on this problem. It is which version of the spend also tells you whether it worked.

Cost and fit

What it costs, and who it is not for.

The second half of that sentence is the one worth reading.

Priced as work, never as a share

Claims, verifications and appeals, priced per unit, so you pay for what actually ran, and a good month doesn't cost you more.

No surprises in a good month

The bill follows the work that ran, not what you collected — which matters most in the months a small practice can least afford a surprise.

Advise mode first

Vella reads your practice and tells you what it would do. Nothing is posted, appealed or rescheduled until you say so, and you can leave it there.

The price is set with you before anything starts — in an hour with Natalie and John, not on a sales call.

Poor fit

Four situations where we would tell you not to buy this.

01

You are selling within a yearThe recovery takes two to three quarters to show up. A buyer will not pay you for it, and you will have carried the cost.

02

Your schedule is already full at full feeIf the chair is booked and collections are near ceiling, the leaks we find are small. Run the Numbers will say so before we do.

03

Nothing about the workflow can changeSome of the recovery requires the front desk to work differently. Not dramatically, but not zero.

04

You are part‑time or winding downBelow roughly sixty patients a week, the arithmetic above stops holding.

Run your own numbers before you talk to anyone here. If the honest answer is that you do not need us, the tool returns that verdict on its own.

Run the Numbers

See your own numbers before you see us.

Nothing on this page is worth much until it is applied to your practice. Run the Numbers uses your figures, takes a few minutes, and will tell you to do nothing when that is the honest answer.

Run your own numbers Get a plan for the tools you have

If you run the numbersYou get a verdict and the reasoning behind it. No email required and no follow‑up call unless you ask for one.If you book a walkthroughForty minutes with someone who has worked in practices, not a scripted demo.If you are not readyRead what the first run on a record looks like — contract variance, priced, and yours to keep either way.

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