For hospital CFOs and finance leaders, the current healthcare landscape feels like a high-wire act. You are balancing shrinking operating margins against rising labor costs, all while navigating an increasingly complex web of payer rules that seem designed to delay reimbursement.
How dental organizations are reducing financial exposure while protecting clinical and operational performance.
Across the dental industry, growth alone is no longer enough. Scale still matters, but predictability has emerged as a defining marker of resilience.
Twenty minutes on hold. That’s how long it takes before the loop begins.
Is this cosmetic or medical? Does her plan require a referral? Which dermatologist does she usually see? That provider isn’t available this week. Another clinician is, but only for certain visit types.
Hospital leaders have spent the last decade digitizing the front end of the revenue cycle. Patients preregister online, claims flow electronically, yet in many organizations, the last mile of getting approved insurance dollars into the bank still runs on paper, mail, and manual work.
For a more in-depth analysis of 2026 healthcare financial trends, find our full trends report here.
Healthcare leaders face a challenging 2026. Risks will be more pronounced, though rewards remain achievable. Simultaneous pressures include ongoing cost increases, potentially major reimbursement losses from Medicaid and other cutbacks, growth investment imperatives, and never-ending cybersecurity threats.
Enable more effective and targeted treatments that address unique needs for patients with pharmacogenomics.
The traditional one-size-fits-all approach to medication has long been recognized as a limitation in healthcare, often resulting in suboptimal treatment outcomes, adverse drug reactions, and compromised patient safety.
Today’s revenue cycle AI is built on statistical patterns, not clinical understanding. For CIOs and CFOs, this creates a hidden factory of rework, risk and revenue leakage. Here’s why a clinical-first approach is the only path forward.
The cure for the traditional, fractured approach to treating polychronic conditions is bringing multi-specialty care to the patient—in their own home.
At its core, healthcare is a people business. When organizations listen to patients and act on what they hear, they build trust and create a culture of continuous improvement. Providers that deliver seamless, consumer-friendly experiences don’t just meet expectations, they strengthen loyalty, reinforce their brand and position themselves more competitively in the market.
Hospitals and health systems are entering a period of rapid acceleration in AI. Clinical leaders are reporting tangible gains, from automated note-taking to clearer visibility into patient histories, while executives are increasingly focused on what it will take to scale these tools responsibly. Pressure is building from several directions: new federal guidance on interoperability, rising expectations around patient experience and persistent concerns about administrative complexity.
The No Surprises Act (NSA) came into effect in 2022 and aims to protect patients from surprise medical bills in certain scenarios, such as emergency care and out-of-network care provided at in-network facilities. However, the Act is facing payer-side legal challenges due to insurers frequently refusing to reimburse providers for care delivered under such circumstances.
Callen-Lorde Community Health Center in New York City has transformed its long-acting injectable (LAI) HIV prevention program through a series of targeted electronic health record (EHR) optimizations, dramatically increasing patient access and care coordination.
The No Surprises Act (NSA), which came into effect in 2022, aims to protect patients from surprise medical bills in scenarios where they may have limited decision-making power or awareness of provider status, such as emergency care and out-of-network care delivered at in-network facilities.
Healthcare is continuously evolving. And with that comes increasing complexity – fragmented care, staffing challenges, cybersecurity concerns, inventory visibility gaps, and regulatory pressures, just to name a few.
HaloMD announced the addition of three established executive experts across data, technology, and legal operations. As financial pressures intensify for rural hospitals and independent practices, healthcare providers are increasingly turning to HaloMD for clarity and expertise in navigating the No Surprises Act (NSA) and related regulatory processes.
Traditionally, medical equipment acquisition requires large capital expenditures upfront or fixed monthly lease payments. While both of those models are still relevant in today’s financing landscape, there is another approach that has been gaining traction among healthcare facility operators.
Healthcare is high stakes. When people go to the hospital, it’s often during some of the most difficult moments of their lives. When someone’s health is on the line — even during a routine visit — patients want capable, compassionate clinicians prepared to deliver high quality care and offer sound guidance.
In healthcare, every decision matters — from how products are ordered to how inventory is managed and budgets are allocated. But in today’s complex, data-driven environment, many organizations struggle to turn information into meaningful action.
Drug diversion remains a persistent challenge for hospitals and health systems, putting both patient safety and workforce wellbeing at risk. The impact doesn’t stop there – diversion can also create significant operational setbacks and unexpected financial and reputational costs.
Payment delays and denials aren’t new, but the forces driving them are more complex and harder to detect than ever. Many industry analyses use data voluntarily provided by hospitals to track denial trends and payment patterns, but this method often misses the nuances of payer behavior. This is largely because there is no standardized way to track and report denials across the industry, making normalized comparisons difficult.