Groups in acquisition mode
Platforms adding practices, where every close creates a batch of clinicians who need re-credentialing under a new entity while the integration timeline is already running.
You are paying a full salary to someone who cannot bill yet.
Call2HR cuts the time between a signed offer and a clinician who is credentialed, enrolled, onboarded, and generating revenue. Then we keep them from leaving in the first ninety days.
What this actually costs you
Every day between the offer and the first billable hour is a day you paid for twice.
Commercial payer enrollment routinely runs 90 to 120 days and stretches past that. Meanwhile the clinician is on payroll, the caseload is waiting, and the revenue that was supposed to arrive in Q2 arrives in Q4.
If you are acquiring practices, it is worse. Every deal brings a group of clinicians who all have to be re-credentialed under the new entity at once, and the deal model already promised that revenue on a date.
Cut 45 days off a 120 day window
On a mid-sized provider, that is real money you were never going to see. On a twenty-clinician acquisition, it is a number your CFO will recognize immediately.
We do not guess at that figure. On the call, we build it from your own salaries, your own enrollment timelines, and your own collections.
Running a group means
- Credentialing packets that get collected six weeks after the offer instead of the day of.
- CAQH attestations lapsing quietly and killing an enrollment nobody was watching.
- Payer follow-up that happens when someone remembers, not on a schedule.
- Onboarding that drops steps whenever the team is busy, which is always.
- Licenses, certifications, and trainings expiring inside a spreadsheet.
- A clinical director answering HR questions at nine at night.
- Turnover in the first ninety days that resets the whole clock.
Every one of those is an administrative problem wearing a clinical costume. None of them require a clinician to solve. All of them currently consume one.
What Call2HR does
Hire to billable
- The complete credentialing packet collected on the day of offer, while the candidate is still excited
- License, DEA, malpractice, board certification, and CV gap tracking
- CAQH attestation watch so nothing lapses silently
- Payer follow-up worked on a schedule instead of from memory
- A days-to-billable view per provider that your CFO can actually read
- Recredentialing calendar so nobody falls off a panel
And the HR underneath it
- Onboarding that never drops a step, for clinicians and support staff alike
- Handbooks and policies written for how group practices actually run
- Structured check-ins through the first ninety days, where most early exits happen
- A senior HR professional to call before a termination, not after the lawsuit
- Support when a complaint or an investigation lands
- Multi-state employment questions as you expand
Who this fits
Multi-site practices, roughly 20 to 100 providers
Big enough that credentialing and onboarding are permanent functions. Not yet big enough to have built an internal team around them.
ABA and autism services providers
Where RBT turnover never stops, BCBA credentialing gates billing, and clinical directors are doing HR work they were never hired to do.
Mental health, psychiatry, and multi-specialty groups
Anywhere a clinician has to be enrolled with payers before a single visit can be billed.
The human part
Technology for the paperwork. A human for the people.
Behavioral health is a human business. Families come to you with hope. Call2HR is built on the same idea.
The system chases documents, watches expirations, and works the payer queue. It does not decide who gets hired, disciplined, accommodated, or let go. Those come to me, and I have spent more than 20 years as an HR Director and Chief Human Resources Officer handling exactly those calls.
Every file in your cabinet is somebody's clinician, somebody's teammate, and somebody a family is counting on this week.
Book a 30 minute review.
We will walk your hire-to-billable timeline and put a number on the gap. You will leave with at least three things worth fixing, whether we ever work together or not.