Outcomes

Evidence with the operating context attached.

A result is only useful when you can see the baseline, the environment, the intervention and the timeframe behind it. Every summary here carries all four.

What every published result carries

  1. Client context

    Industry, approximate scale and operating setting, so you can judge whether it resembles yours.

  2. Starting constraint

    The condition that made the problem hard, stated before the intervention.

  3. Intervention

    What AWALI actually did, not a category of service.

  4. Measurement period

    The window the result was measured over, and the baseline it was measured against.

  5. Measured outcome

    The figure in the unit it was measured in, with no aggregation. Currency conversions are marked approximate.

The library

Engagement summaries.

Each record carries the constraint the client started against, what AWALI did, and the baseline the result was measured from, so no figure is read on its own.

Summary of published engagement results
ResultClient contextPeriodJump to the full record
96–100%Of a 17,000-item data-error backlog cleared in four weeksManufacturing · Multi-company agro-industrial groupFour weeksFull record
46%Increase in monthly revenueHealthcare · 24-bed hospitalSix monthsFull record
86 → 11.2 daysReduction in days to billCardiology · 70 physicians across 10 sitesNine monthsFull record
More than $2M recovered36% increase in revenue per patient engagementSpecialty and surgery center · 12 physicians12 monthsFull record
  • Manufacturing
  • Multi-company group
  • Four weeks from go-live
  • Implementer

96–100%

Of a 17,000-item data-error backlog cleared in four weeks

A multi-company agro-industrial manufacturer in the Philippines.

The constraint

Errors had piled up in the group’s ERP faster than anyone could clear them: about 17,000 open, with new ones arriving at 324 a week. Deliveries were going out without being invoiced.

What AWALI did

AWALI worked the backlog as seven tracks, each measured on a live dashboard, and set up a daily review so errors were fixed at the source and new ones were caught as they were entered.

Also measured

  • Uninvoiced deliveries fell from about US$1.1M to under US$4,000 in the same four weeks.
  • New data-entry errors fell from 324 a week to 5, so the problem stopped coming back rather than being cleaned up once.
  • Healthcare
  • 24-bed hospital
  • Six-month measurement period
  • Implementer + Architect

46%

Increase in monthly revenue

A 24-bed hospital running emergency, inpatient and outpatient operations.

The constraint

Revenue was leaking in places nobody could see. Billing was incomplete, coding was inefficient, and there was no daily view of what had been earned versus what had been captured — so breakdowns were found weeks after they happened, if at all.

What AWALI did

Over six months AWALI worked through the revenue path end to end: identifying incomplete billing, surfacing coding inefficiencies and process breakdowns, and standing up daily financial reconciliation so the gap between activity and captured revenue became visible while it could still be closed.

Also measured

  • Daily financial reconciliation established across emergency, inpatient and outpatient operations.
  • Cardiology
  • 70 physicians
  • 10 sites
  • Nine-month measurement period
  • Implementer + Architect

86 → 11.2 days

Reduction in days to bill

A 70-physician cardiology group operating across 10 sites.

The constraint

Physician activity, billing and cash collection were effectively three separate worlds. RVU visibility was limited, billing was slow, and revenue leaked in the gaps between what physicians did, what was billed and what was ultimately collected.

What AWALI did

Over nine months the engagement established reconciliation running the full length of the chain — from physician activity through billing to cash collection — so each stage could be measured against the one before it and the leakage points became addressable rather than theoretical.

Also measured

  • Average collection time was reduced by 63%.
  • Specialty and surgery center
  • 12 physicians
  • 12-month measurement period
  • Advisor + Implementer

More than $2M recovered

36% increase in revenue per patient engagement

A 12-physician specialty and surgery center.

The constraint

The center was under-billing procedures it had already performed, physician capacity was underused, and there was no analytical view connecting clinical activity to what the business actually captured for it.

What AWALI did

Operational and billing analysis identified under-billed CPT codes, physician underutilization and opportunities to expand the care offered — then the findings were worked back through scheduling, billing and backbilling over a 12-month measurement period.

Also measured

  • Procedures per week increased from 46 to 64.

Capability retained. Enduring capability information is being validated before publication. We publish what a client continues to operate only once they have confirmed it.

Confidentiality. Clients are not identified. Industry, approximate scale and measurement period are published because they are what make a result possible to judge; anything that would identify the organization is withheld.

Results shown are from prior client engagements. Outcomes depend on the operating environment, baseline, implementation scope and client execution. Client identities are withheld where confidentiality requires it.

AWALI does not publish a blended average across these engagements. The measures are different units over different cohorts and measurement periods, and averaging them would produce a figure nobody could defend in diligence.

Ask about work relevant to your operating environment.

Some engagements cannot be identified publicly. Ask us about comparable work and the method behind it, in confidence.

Discuss your challenge