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forward, it strengthens the culture, increases understanding of the system’ s complexity, and builds brand loyalty by providing a consistent financial experience. The model further helps UF Health use technology more efficiently as managing separate systems is expensive. Additionally, it improves operational efficiency while reducing costs associated with managing multiple systems and vendors.
Predictive digital architectures
Technology plays a central role in this transformation. UF Health is leveraging automation and artificial intelligence to shift from reactive processes to a more proactive,“ prevent versus chase” approach. With technology, teams collect accurate information at registration, beginning the billing process at the very start of the patient journey. The billing process doesn’ t wait until after the patient leaves; it starts right
Innovation
in revenue cycle starts with leaders who see further.
Experian Health partners with forward-thinking healthcare leaders, including April York, to help shape the future of revenue cycle transformation.
Serving more than 60 % of U. S. hospitals, Experian Health brings together unmatched data assets, AI-driven intelligence, and deep industry expertise to support smarter decisions across the entire revenue cycle, from patient access through billing and reimbursement. By applying AI and advanced analytics at scale, Experian Health helps organizations surface issues earlier, reduce denials, accelerate reimbursement, and strengthen financial performance across the patient journey.
Explore more at: www. experian. com / health at registration. Automation and AI guide physicians, nurses, and registration teams to capture the right information before any claim goes out the door.
AI plays a crucial role in healthcare, but April believes human expertise remains critical. She doesn’ t expect technology to replace staff. Instead, she sees it making their work more efficient, reducing errors, and letting staff focus on the more complex cases and ensure high-quality patient interactions. As automation handles routine tasks, team members step in to manage the complex cases that machines can’ t solve. April points out,“ The level of expertise needed may be higher than today, simply because staff will handle the more complex cases that automation can’ t fix.” The shift will change how UF Health measures quality and productivity in Revenue Cycle.
April highlights the importance of meeting patients where they are through technology. Today’ s patients are savvy and want to interact on their own terms. She remarks,“ Digitize it where it makes sense, but when a patient pulls the lever and says,‘ I need a human,’ make sure they can connect in that way.”
Unifying academic clinical governance
Success in revenue cycle transformation requires strong alignment across clinical, financial, and operational stakeholders. April prioritizes early engagement, datadriven decision-making, and transparent performance reporting to build trust and ensure sustainable change.
UF Health’ s strategic priorities reach far beyond its walls. April and her team believe in building new partnerships with patients around coverage. They connect people to funding sources like Medicaid, disability services, philanthropic programs, and medication co-pay assistance, often before these individuals even become patients.“ Even if someone never walks through our
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