Business process outsourcing
Patient access and insurance claims support for a UAE healthcare group
A private healthcare group operating clinics and a hospital across the northern emirates and Dubai.
- Industry
- Healthcare
- Pillar
- Business process outsourcing
- Client geography
- United Arab Emirates
- Delivery location
- Dubai
- Languages
- Arabic C1, English C1, Hindi C1, Malayalam C1, Tagalog C1
- Engagement model
- Dedicated team
- Timeline
- Thirteen weeks to steady state
The challenge
Two connected problems. Patients could not reliably get through to book, and when they did the appointment process was slow because eligibility and insurance approval were checked manually during the call. Separately, insurance claim rejections were running high, and the largest rejection categories were administrative rather than clinical: missing pre-approval, coding errors and incomplete documentation. Clinical staff were absorbing both problems, which is the most expensive possible way to solve them.
What Corpshore did
We built a twelve person patient access and revenue cycle team in Dubai covering appointment booking and rescheduling, insurance eligibility verification, pre-approval submission and follow up, claim preparation support and rejection analysis and resubmission.
The team works in the five languages that cover the group's patient population. Every advisor completed training on patient confidentiality, on the specific sensitivity of health information under UAE data protection law and on the group's clinical escalation triggers, so that a call that should reach a clinician reaches one immediately.
Rejection analysis was set up as a standing weekly output rather than a project, with categorised root causes reported to the group's finance and clinical administration leads.
Delivery model
Dedicated team, Dubai, seven days a week aligned to clinic operating hours.
Results
- Call abandonment on the booking line fell from a level the group described as unacceptable to under 4 percent.
- Appointment no-shows reduced by 19 percent following the introduction of structured multilingual confirmation and reminder contact.
- Administrative claim rejections reduced by 31 percent within two quarters as root causes were fixed rather than reworked.
- Clinical staff time recovered from administrative tasks was reallocated to patient-facing care.
- Days in accounts receivable improved measurably across the engagement.
Why it worked
The group had been treating claim rejections as a finance problem and access as an operations problem. They were the same problem, and one team seeing both ends of it found causes that neither department had visibility of alone.
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This is a representative engagement. The client is anonymised, and the figures are drawn from engagement reporting. We do not name a client without written consent, and we do not publish a number we cannot evidence.