I didn’t set out to build a large medical billing company. 

Back in 2013, I started Prestige as a way to supplement my family’s income while still working full-time at a large health system in Maryland, where I led Epic implementations for hospitals and physician groups. 

But in that role, I saw something I couldn’t ignore. 

Every day, practices were leaving money on the table: 

• Claims sent to the wrong payer 
• Provider enrollment issues delaying revenue 
• Denials piling up with no real ownership 

No one was truly accountable for fixing it. 

What started as a side effort quickly became something more, because the problem was bigger than I expected, and the need was constant. 

The Moment I Realized Providers Needed More 

When a few providers asked me to review their billing, I approached their practices the same way I approached large hospital and physician group implementations. 

I went deep into the data.
I identified the root causes.
I fixed the workflows.
And I built processes that would actually hold. 

There was nothing flashy about it. 

I answered questions.
I explained their numbers in plain language.
I made sure they were properly reimbursed for the care they were already delivering. 

What I didn’t expect was how quickly things would spread. 

One provider saw their margins improve.
Another experienced stable cash flow for the first time in years. 

They told their colleagues.
Those colleagues told others. 

It wasn’t a marketing campaign driving growth. 

It was attentiveness. 

It was honesty. 

And it was real, measurable financial impact. 

From Three Employees to an 80+ Person Revenue Cycle Team 

In the early days, there were just three of us. 

We wore every hat, worked long hours, and learned—quickly—what mid-sized physician practices actually needed from a billing partner. 

As more groups came on board, one thing became clear: 

The issue wasn’t just a few messy claims. 

Many practices had been underserved or outright failed, by previous billing companies. They didn’t need another vendor. 

They needed a partner who understood the entire revenue cycle end-to-end—and could build a system around their growth, not just react to their current chaos. 

So that’s what we set out to build. 

Over time, we created a system designed for scale, accountability, and real financial performance. 

Today, Prestige has grown from that original three-person team in 2013 to nearly 80 team members supporting practices across multiple states. 

We operate in some of the most complex billing environments such as post-acute care, behavioral health, internal medicine, sleep medicine, allergy, and wound care, where the margin for error is small and the impact of the right partner is significant. 

We’ve helped clients: 

• Recover revenue they never expected to see 
• Maintain collection rates in the mid to high 90s 
• Scale from small groups to large, multi-state organizations 
  

And we’re still building. 

Why Revenue Cycle Management Expertise Matters 

My background spans billing, coding, auditing, compliance, and Epic configuration. 

That means I don’t just talk about revenue cycle management at a high level—I’ve built it, tested it, migrated it, supported it, and optimized it inside major health systems. That experience directly shapes how we operate at Prestige. 

We don’t guess, we measure.
We don’t wait for denials, we design processes to prevent them.
We don’t disappear after onboarding, we show up month after month with real numbers, clear reporting, and honest conversations. 

For mid-sized physician practices, this level of expertise is often the missing piece. 

They’re too large for basic billing solutions, but not large enough to build a fully staffed, deeply experienced internal revenue cycle department like a hospital system. 

That’s the gap. 

And that’s exactly where Prestige fits. 

From Founder to Thought Leader in Medical Billing

I share what I’ve learned through writing, speaking, and consulting because I believe mid-sized physician groups deserve the same level of revenue cycle expertise as large health systems, without losing transparency or personal service. 

My focus is simple: 

Give practice owners practical ways to protect their revenue, understand their numbers, and make better decisions. 

Whether it’s: 

• Breaking down a complex policy change 
• Explaining the root cause behind denial patterns 
• Or mapping out how to scale from 10 providers to 50 

The goal is always the same: 

To make revenue cycle management clear, actionable, and trustworthy. 

Why I Built Prestige and What We Stand For

Prestige exists for providers who are done feeling in the dark about their billing. 

Done with unpredictable cash flow.
Done with surprises.
Done with partners who overpromise and underdeliver. 

We built this company to be different. 

To be the team that: 

• Identifies problems before they cost you money 
• Builds the infrastructure to support your growth 
• Stands behind the numbers as if your practice were our own 

That was the standard I set in 2013 with a three-person team. 

And it’s the same standard our nearly 80-person team works to uphold every single day.