A newly hired leader inherited a team of eight following an intense period of mergers and acquisitions, for a  national employer-sponsored healthcare organization offering lab bundles and care access. The department’s structure, led by a long-tenured manager, was outdated, fragmented, and misaligned with the evolving needs of a $150M+ revenue-generating operation.

Key challenges included:

  • Outdated processes and poor system access.
  • Disconnected team dynamics and physical separation from the broader organization.
  • Several high-value contracts, including a $30M account, were in service recovery mode.

Business with Wisdom’s Approach:

Focusing on the business side of work, Business with Wisdom stepped in with a proven methodology to “monetize potential” through intentional, people-first leadership and streamlined operations. The strategy centered around three core pillars:

  • Get Clear:
    • Reestablished team mission and aligned on shared goals.
    • Educated the team on revenue cycles and billing standards.
  • Get Focused:
    • Identified quick wins to rebuild trust and psychological safety.
    • Prioritized systemic issues while empowering the team to implement daily improvements.
    • Defined and tracked essential metrics.
  • Get Going:
    • Created standardized contract and billing procedures.
    • Improved timeliness and accuracy in billing.
    • Integrated the billing team with the broader organization to enhance visibility and collaboration.

Game-Changing Tactic:

A simple but powerful 15-minute daily huddle became the anchor of the new routine—building accountability, clarity, and momentum. This small habit contributed to big outcomes, reinforcing the belief that consistent leadership presence makes goals achievable.

Results (within 4 months):

  • Recovered $1M+ in unbilled revenue through contract audits and process improvements.
  • Achieved predictable invoicing and met revenue targets consistently.
  • Elevated team performance and visibility within the organization

“Anne’s unique ability to understand both ground-level tasks and strategic revenue needs was a game-changer. We went from searching for revenue to having excess funds, backed by data. She transformed an underperforming team into a core part of the operations and finance engine.” — Finance Director