Why Psychological Safety Is Essential for Large RCM Implementations with Kimberly Scaccia | Podcast Shorts from ArceeHQ

In this clip

Kimberly Scaccia reflects on the most unexpected challenge from a large-scale implementation at TriHealth: not technical complexity but the unanticipated workload placed on existing staff. The team addressed it by breaking the project into manageable phases rather than trying to absorb the full scope at once, finding that once they figured out how to break it down, they moved considerably faster. What she credits most is her team's culture of raising yellow flags, surfacing a concern and asking whether the approach was right before it became a red flag. The deeper principle: psychological safety is a prerequisite for that behavior. If teams do not feel safe speaking up, concerns stay hidden until they cause real damage.

Key Takeaway

Large revenue cycle implementations are as much a culture challenge as a technical one. Teams that surface concerns early and ask whether the approach is right only do so when psychological safety is real. Building that culture before a large project begins is not optional; it is what determines whether course corrections happen in time.

“When you think about taking on a big project, if you have not created that psychological safety in your organization, your teams will not feel like they have a voice. And that is really important.”
Kimberly Scaccia, Vice President of Revenue Cycle, TriHealth

LeadershipAgentic AI

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Kimberly Scaccia

Season 2 · Episode 4 · 38 min

From Reactive Denials to Proactive Revenue Protection: AI Prioritization and Leadership in Revenue Cycle

Kimberly Scaccia · Vice President of Revenue Cycle, TriHealth

Kim Scaccia shares how she sets strategic priorities at TriHealth under simultaneous pressures from payer delays, regulatory mandates, and staffing constraints, and why sequencing and explicit exclusions matter as much as what gets prioritized. The conversation covers an autonomous and computer-assisted coding initiative she led at Mercyhealth, the importance of phased implementation and psychological safety in surfacing obstacles, and the measurable results: a 5 percent net cash improvement and a 6 to 7 percent increase in HCC capture rates. Kim also discusses the shift from reactive denial management to upstream prevention through agentic AI, the change management framework she uses to build momentum across complex cross-functional teams, and why write-off percentage, not denial rate, is the metric that truly reflects revenue cycle performance.

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