Value-Based Billing 15 Growing Virtually 15 Cutting-edge Tech

CUTTING-EDGE TECH

Being distributed is a part of our DNA. Technology is our workplace, which means we actively look to advancements in technology in order to improve our client experience, increase our efficiency and grow as a collaborative team.

A cash flow analysis that once took us three to five hours per client per month now takes us about 30-45 minutes

This commitment is clear when you look at the way we approach our tech stack. In recent years, we’ve used AI, we’ve created bots that run Excel files, and we’ve built client dashboards to take the mundane, repetitive processes out of our teams’ hands, increasing accuracy and saving them hours of prep time that can be spent with the client–which, after all these years, is still our priority.

Essentially, with our value-based billing model, technology is the way we increase our profit margin and improve our service— without overworking our people. A cash flow analysis that once took us three to five hours per client per month now takes us about 30-45 minutes, thanks to the tools we’ve adopted. With the people shortage nowadays, we want to be smart about making people more efficient.

Still, technology is just a means to an end—improving our clients’ experience and relationship. Dashboards are great, because they give us the data we need— and quickly—but, as our Director of Technology, Jake Grimm says, the real value is in interpreting that data and using it to help the client meet their goals.

That’s why we’re never attached to a specific tool. When we discover a new tool that might fit our needs, we’re not afraid to put it to the test immediately—even if we’ve been experimenting with something else. We’re not afraid to fail, and we’re not afraid to move on.

Leading with Values

One of the reasons we’re all able to make decisions so quickly—not just at a leadership level—is because of our strong core values that guide us. When we’re looking at something new to incorporate into our process, we can gut-check that against our core values pretty quickly and decide, “Is this something that’s going to make a financial impact and a process impact and a cultural impact on our business?” That’s why we move and that’s how we vet stuff that doesn’t fit. As Adam likes to say, it’s a great way to center ourselves.

These values are spread throughout the team, so that everyone is empowered to look forways to improve our processes and make those changes. They trust us because we’re transparent with our values and our culture; and we trust them, because we know they live those values and that culture, too.