Patency shows you exactly where they stop, in imaging, authorization, or scheduling, and moves them through. Patient pathway infrastructure for device teams and the practices they serve: one shared record from the clinic to the national view, HIPAA-compliant from day one.
Practices see the same system from their side, and their administrators read this page too. Everything here is written to be read over your shoulder. The practices door is what they see; a rep can only see what a practice has authorized.
Device companies have spent years adding prescribers. The constraint isn't how many providers know your name. It's how many identified candidates actually reach the procedure. Every one of those patients is already qualified and already yours, with no acquisition cost to recover them. Right now, nobody owns that number.
Both add cases. Only one is measured, coached, and forecast against.
Real work. Necessary work. It stops at identification.
This is the cheapest growth available to you.
Every stage between diagnosis and procedure has its own failure mode, and each one leaks quietly. Nobody fails at imaging. They fail between imaging and authorization, which is why a stage-based EMR view never catches it and a pathway view does.
The patient leaves the visit unsure and talks themselves out of it at home.
Unclear instructions, no reminder, weeks pass before anyone notices.
The study sits in an inbox. The case can't move until someone reads it.
Payer criteria shifted or the note skipped a line the LCD looks for. Denial in three weeks.
Submitted, pending, approved: the physician, the coordinator, and the rep each know part of it.
The scheduler didn't hear. Two weeks of a valid auth window gone.
No reason captured, no new date offered that day. The window closes.
A territory changes hands and the pipeline leaves with the last rep.
No pain scores, no outcome recorded, no registry entry, no advocate.
An LCD changes and nobody finds out until the denials arrive. Months of cases submitted under old rules.
A new product goes out and nobody can see which accounts are actually producing cases.
Clinic, rep, and HQ each hold a piece. Nobody holds all of it, so nobody acts on it.
No single fix solves this. A dozen small leaks need a system, not another initiative meeting.
Case completion depends on memory, relationships, and a rep physically standing in the office.
Your best reps close the gaps by force of will. That works in a territory. It does not work across a national organization.
When a rep leaves, the pipeline leaves with them. Nothing is written down anywhere the next person can find it.
Every new product launch competes for the same rep hours. You cannot add volume by asking for more hours.
Clinic, rep, and HQ each hold part of the picture. Nobody holds all of it, so nobody can act on it.
The job is to replace heroics with a system that produces the same result without them.
Every identified candidate is entered once, at the point of prescription, and visible to clinic, rep, and HQ from that moment forward.
Education, reminders, and status nudges run themselves. The system chases the patient so the rep doesn't have to.
Reps get alerted when a case actually needs them. Every visit has a reason attached to a name.
Patency rate and stall points roll up by clinic, rep, region, and nationally, in real time.
Checklist-driven notes built to payer criteria, so cases don't die on paperwork. Chart photo capture, required-imaging selector, patient entered once.
Automated education and reassurance from the moment a candidate is identified. Imaging reminders every 48 hours until done. Pre-op and post-op instructions on schedule.
Imaging, authorization, and scheduling status visible to clinic, rep, and HQ at once. Stalls flagged the day they happen.
Escalation when a case stalls, so the rep shows up for a reason. Masked click-to-call with a scripted post-op checklist.
Live pipeline by clinic, rep, and region. Rep and clinic views show authorized patients under BAA; regional and executive views are de-identified aggregates. A forecast with real stages behind it.
Monitoring for payer and LCD changes before they cost cases. Changes update the prescriber checklist itself.
Patency rate measured from real handoffs, by stage, by clinic, by rep. The number, with its causes underneath.
Pain-score follow-up on a full cadence, feeding a de-identified registry across the network.
BAAs with every vendor touching PHI, US data residency, role-based access, audit logging, minimum-necessary messaging.
Documentation and workflow assistance only. Never clinical decision-making. That line is not negotiable, and it's the first thing your compliance officer will look for.
Your reps are your advantage over every plug-and-play competitor. The system protects that advantage.
We're on the Patency network. That's why your practice qualifies for the network rate and why I can see your patients and help move them.
Rep seats are free and unlimited. A rep's access belongs to the rep and is granted by the practice; it survives a territory change and the practice can revoke it at any time. The reps who adopt first will out-earn the ones who don't. That's how adoption gets driven.
Today the field is managed on lagging indicators. This gives you leading ones.
Which trained providers are actually producing, and which need a rep rather than another in-service.
Exactly where cases die, by clinic and by region, so coaching is targeted instead of general.
A pipeline with real stages behind it, not a rep's gut feel at the end of the month.
When a new product rolls out, adoption by account is visible in weeks, not quarters.
Identified candidates that reach a procedure. The one we put our name on.
Days from identification to completed case.
Monthly output per rep, same headcount.
Share of trained providers actively producing.
Predicted versus actual case volume.
The baseline is captured in the first weeks and signed by both sides. Targets are agreed before the Pilot starts, not after.
A 180-day plan: build and stabilize in the first clinics, then produce a full quarter of clean operating data you can trust.
Six months gives you a real answer. Ninety days would only give you a guess. No systems integration up front; that's a later decision, only if the numbers earn it.
Once to find them, and again in the case that never got booked. Patency exists to own that number with you.
Start with volunteers, not a mandate. Publish results. Let compensation and peer pressure do the work. Rep seats are free, so there's no budget gate on adoption.
White-glove setup. We do the work for them in their office; they don't self-serve their way into a new process. The practice page is written so their administrator sees exactly what their staff will and won't do.
HIPAA-compliant from day one with BAAs in place. Documentation and workflow assistance only, never clinical decision-making. Rep access is granted by the practice, scoped to authorized patients, and revocable. Regional and corporate views never carry patient identity; that's what lets a practice administrator read this page and stay comfortable.
Hard gate at six months. No systems integration up front. EHR integration is a later decision, only if the numbers earn it.
No, and it can't. The practice rate is identical for every practice in every network and never depends on which devices they use or how many. Reps aren't paid for enrollments. That's what keeps it clean for both of us.
It feeds them. A new product needs cases moving on day one; this makes sure the candidates you identify actually get there, and shows you adoption by account in weeks.