A healthcare communications company providing patient access center solutions that keep physicians connected to the people who depend on them.
Statlinx partnered with Crews & co., leveraging the Growth Method and extensive Finance Services.
revenue growth
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Founded in 2012 as a traditional, after-hours answering service for doctors and hospitals, Statlinx quickly demonstrated the rare ability to build deep relationships with its healthcare clientele. “It’s our superpower,” says Steve Showalter, the Connecticut-based company’s Founder and President.
The very real relationships established at the telemessaging level made Statlinx the natural “go-to” resource whenever a client encountered adjacent administrative issues. Initially, Statlinx sought to help by offering call center training, but its clients wanted something different. They wanted a full-service solution.
Soon, Statlinx was managing care-critical, complex administrative workflows for busy hospitals and burgeoning medical practices. Statlinx has since evolved into a comprehensive healthcare communications company with US-based, HIPAA-certified Patient Care Representatives empowered to schedule appointments, obtain prior authorizations, relay patient documentation, perform COVID-19 screenings, and even help physicians track down lab results.
By coordinating key healthcare communications, Statlinx enables hospitals and doctors to focus on what they do best: care for their patients. The company supports over 300 healthcare clients representing approximately 3,000 physicians. And the growth is just getting started.
Statlinx evolved rapidly in its first few years, but Steve had an even bigger vision for the company. He needed support to overcome barriers to meaningful growth.
Steve knew he needed help achieving growth for Statlinx, and business coaching seemed like the ideal solution. By the end of 2017, however, he had tried several coaching systems with unsatisfactory results.
“The first coaches I worked with missed the mark,” he acknowledges. “They all tried to start with our frontline operators and work upward, but I felt strongly that we needed to create alignment among our senior leadership team first.”
Only Boston-based Crews & co. offered the top-down business development approach Statlinx needed.
Steve had known Eric Crews for many years, and he respected and trusted the Crews & co. Founder and CEO. Passionate about helping companies achieve their growth goals, Eric had a reputation for helping organizations increase profitability, optimize operations, and strengthen their leadership teams.In 2018,
Steve formalized his relationship with Crews & co., and he and Eric got to work, identifying Statlinx’s challenges and implementing solutions.
The company’s frontline employees were doing great work and consistently impressing the clients, but in the C-suite, there was a lack of consensus on how to move Statlinx forward—or even where they were trying to go. That missing alignment was directly blocking the company’s growth.
“We really needed our senior leadership team in alignment with a shared vision of what Statlinx could be,” Steve says.
Eric introduced Steve to a set of tools that, for the first time, provided the Statlinx founder with a way to create, share, and execute against a big-picture vision for the company. At the leadership level, the team gained clarity and alignment on key aspects of the business:
“As a direct result of working with Crews & co., Statlinx has everybody in alignment and on the same path,” Steve shares, “and we know how to get the right people in the right seats.” With aligned clarity of vision, Statlinx stakeholders feel a strong sense of ownership over the company’s goals and enjoy a clear picture of how their work contributes to its success.
Like many founders, Steve is a visionary—but, like many founders, he found himself taking on far too much responsibility outside his zone of genius. “I never wanted to be in charge of everything,” Steve admits, “but that’s exactly what I was doing.”
Steve’s team had come to expect nothing less of their leader, and the burden of those expectations was putting undue pressure on Steve and creating inefficiencies across the company.
“Through our work with Crews and co., I got permission not to be the head of compliance and the head of finance and the head of tech and all these other things,” Steve explains. “Most importantly, my team gave me that permission. We realized that if I kept trying to do everything, we would never build the business we wanted to build. I had to get out of the way and let my operational people actually do what we set out to do.”