Carrier use cases · Early pay and working capital

Faster cycles create financial options.

Once approval and payment are controlled and fast, early-payment terms become possible for the carrier and valuable to the provider.

The problem

What gets in the way today.

Early-payment economics depend on speed and certainty. Without a controlled cycle, there is no reliable window in which to offer them.

Why the problem exists

  • Approval timing is unpredictable.
  • Payment status is not visible to the provider.
  • There is no shared record of what is approved and when it is due.

What happens today

  • Providers wait, and price the wait into their rates.
  • Discount opportunities are not captured.
  • Working capital sits idle on both sides.
How VIP changes the workflow

Same claim. Different path.

Before VIP

Payment timing is uncertain, so nothing can be built on it.

With VIP

Payment timing is controlled, so early-pay terms become a real option.

  1. Expense validated and approved
  2. Payment date established
  3. Early-pay option offered where enabled
  4. Both sides see status and amount due
Evidence

What the pilots actually showed.

24 → 17.5 dayspayment cycleObserved pilot result
~$3.3Mestimated annual opportunity across the four pilot vendorsEstimated — modelled

Results from a 60-day carrier pilot. Carrier not identified.

Modelled estimate of annual opportunity, not a realized saving.

Business impact

  • Potential discount capture for the carrier
  • Predictable cash flow for providers
  • A stronger commercial relationship on both sides

Where this sits in the claim

Pre-FNOLFNOLClaims OperationsExpensePerformancePaymentClosureIntelligence

Related VIP capabilities

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