The HomeCare (HC) team reached out to Joey Graham, the newly-elected CEO of Prochant, to discuss his plans and motivations for the company's growth. Prochant, a revenue cycle management (RCM) solutions company focusing on home medical equipment (HME), home infusion and home health providers, appointed Graham as CEO in September.
HomeCare: What are your priorities in your new role?
Joey Graham: Client success, innovation, sustainable growth and global expansion. My top priority is ensuring that Prochant continues to deliver exceptional value to our clients. Their success is our success. (My priorities are also) driving technological advancements in RCM, including leveraging artificial intelligence (AI) and automation to enhance efficiency and outcomes for our HME and home health partners; continuing Prochant’s remarkable growth trajectory while maintaining operational excellence and fostering a culture of innovation and collaboration; and strengthening our global footprint, particularly in markets like Guyana and India, while staying true to our commitment to quality and client satisfaction.
HC: Is there some lesson you've picked up along the way that you take with you as you move through different roles?
Graham: Empathy and listening. A key lesson is the importance of truly understanding both your team and your clients. Listening actively to their needs allows you to make informed decisions that benefit everyone. Adaptability (and) change are constant in our industry. Embracing it as an opportunity, rather than a challenge, has been essential throughout my journey at Prochant. (I've also learned that) people are the foundation. The growth and success of a company are rooted in the strength and dedication of its people. Investing in employee development and creating an empowering culture are lessons I carry forward.
HC: Prochant has had impressive growth—are there lessons from your own company's journey that you feel are applicable to durable medical equipment (DME) and home health agencies?
Graham: Data-driven decision-making (and) utilizing analytics to drive business decisions can significantly improve operational efficiency and financial performance. Our owner has a saying that has resonated across our team, “In God we trust, all others bring data.” Technology adoption (and) embracing technology, especially automation, is no longer optional; it’s a key driver for growth and sustainability in the health care space. Interestingly, this is impossible if you haven’t yet built the data foundation mentioned previously. Your technology investment should be targeted around your core customer. A client-centric focus (and keeping) our commitment to understanding and solving client challenges has been pivotal in our growth, a principle that DMEs and home health agencies can also apply to build stronger relationships and trust with their patients, referrals and payers. That said, defining your core customer and building your business around them is paramount. Who is your core customer? Is it the patient? The doctor or discharge planner? Or, is it the payer? There is a strong argument for each and I have seen providers excel in each scenario. The most important part is making the decision and acting accordingly. (Also knowing that) marketing and sales are two different functions. All too often in the homecare provider’s business, these functions are mixed. Marketing focuses on creating awareness, generating interest and nurturing relationships with potential customers—again, we’re back to "who is your core customer"—by highlighting the value of products or services. Sales, on the other hand, is the direct process of converting interested prospects into paying customers through personalized interactions and negotiations. Together, they form a cohesive strategy to attract, engage and close deals with clients.
HC: What do people often overlook when it comes to growing a company that they shouldn't?
Graham: The role of culture. Many overlook the critical importance of a strong, unified company culture. Growth is not sustainable without a team that feels valued and aligned with the company’s mission and core values. At Prochant, we place heavy emphasis on culture, because we know that people are the foundation of our business. Additionally, scalability and the value of partnerships. Growth without scalable systems and processes can lead to inefficiencies and poor client experiences. Planning for scalability ensures that your growth is sustainable and beneficial for all stakeholders. Building strategic partnerships within the industry can unlock opportunities and drive mutual success, something we’ve consistently leveraged at Prochant.
HC: Look into your crystal ball—what do you think will be the big trends in the industry in 2025?
Graham: Increased use of AI and automation. The integration of AI into RCM processes will continue to grow, driving efficiency and reducing administrative burdens for HME and home health providers. Of course, these are the major buzzwords that are at the forefront of many providers’ minds. We should start to see real use cases hit the market and the realization of efficiencies, starting to drive down staffing needs and improve process accuracy and throughput. Regulatory changes and reimbursement pressure: Evolving health care regulations and downward pressure on reimbursement is a hallmark of the homecare industry. 2025 will present challenges but also opportunities for providers to differentiate themselves with innovations in delivering exceptional patient care at the right cost point. Patient-centric RCM: Providers will focus more on creating seamless patient billing experiences as consumer expectations for transparency and simplicity rise. I anticipate an uptick in competition between the major EMR vendors, which should result in more, advanced features, with strong return on investments, being available to providers. Globalization of operations: More companies will explore global talent and service models to enhance efficiency and competitiveness in the industry.
