Every role on the Account Management team — what it owns, how it is measured, and what moves you to the next one. Operations is a profession here, and this is the path through it.
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The ladder
Seven roles, one path
Every role includes everything in the role before it, plus more. Growth is not only upward into management — above KMS 3 the path splits, and depth of expertise is a destination in its own right.
Every job description says the same thing: everything in the role before it, plus. You never stop doing the earlier work — you add judgment and scope on top of it.
Know, then own
Completing the Academy lessons for a skill marks KNOW. Your manager watching you do it and signing off marks OWN. Both are required at every promotion gate.
Sign-off is a conversation, not a silent tick. You should always know where you stand.
Two ways up
Through KMS 3 the path is shared. Above it, one route leads to leading people and one leads to depth of expertise. Both are senior. Neither is a consolation prize.
The ladder
Account Coordinator through Senior Account Manager.
Role 01
KMS 1
Account Coordinator
Foundational, AI-supported clinic operations. The role keeps front-end clinic operations moving — scheduling, intake, payment collection, customer service, and documentation requests — with support available from higher levels. It is a task-based role focused on accuracy, responsiveness, and learning the systems that drive clinic performance.
DepartmentAccount Management
Reports toSenior Operations Manager
ClassificationNon-exempt, hourly
Scope and ownership
Task-based with limited PT ownership. Assists across assigned clinics and builds toward owning a defined set of PTs as an Associate Account Manager.
Scheduling
Cancel and reschedule appointments; process general intakes and routine patient questions.
Process same-day cancellations and charges; retrieve insurance cards, DOB, and referrals.
Billing
Add credit cards on file, manage self-pay ledgers, take payments, and generate itemized statements.
Customer service and documentation
Handle inbound and outbound calls and new/returning scheduling.
Route documents via chat, text, email, and fax; handle portal requests.
Send patient-requested notes and handle documentation inquiries.
What moves you to KMS 2
Consistently handling scheduling, payments, and basic documentation independently, with initiative — alongside all KMS 1 skills signed off on the skills record. Typical timeline 6–12 months.
Front-end clinic support, developing ownership. Provides front-end clinic support and begins taking ownership of schedule density for an assigned set of PTs. Builds on the Account Coordinator by adding end-of-day ownership, intermediate billing, work-comp correspondence, and simple claim follow-ups, with support available for complex situations.
DepartmentAccount Management
Reports toSenior Operations Manager
ClassificationNon-exempt, hourly
Everything in the Account Coordinator role, plus the responsibilities below.
Scope and ownership
Supports 10–20 PTs with developing ownership. Manages schedule density for assigned PTs and begins owning routine billing and follow-up work.
Scheduling and end of day
Manage schedule density via waitlist, authorization tab, caseload, and ARM; deeper Weave and scheduling-chat support.
Own End of Day — check-in/out, payment entry, and report verification.
Intermediate billing
Void same-day payments, update deductible and out-of-pocket, answer basic ledger questions, and unpost late fees.
Handle billing email and voicemails, portal messages for new insurance and claim status, and Weave claim-status communication.
Workers' comp and follow-ups
Work-comp correspondence: confirming payor and date of service, nurse case manager communication, notes and visit requests.
Simple follow-ups: NRPAT statement links, BSUPP/BSUP0/BSUPI suppressions, BDATA line balancing, terminated-insurance and BPINS follow-ups.
Still escalates at this level
Hard balances and denials. Knowing where your limit sits is part of the role — escalation is judgment, not failure.
What moves you to KMS 2+
Independent schedule-density management, End of Day ownership, and handling of work-comp and simple follow-ups — alongside all KMS 2 skills signed off. Typical timeline 6–12 months.
The independent bridge to panel ownership. Operates independently across case and authorization management, intermediate billing, and complex follow-ups. This is the proving ground for the skills required to own a clinic panel as a Senior Account Manager.
DepartmentAccount Management
Reports toSenior Operations Manager
ClassificationNon-exempt, hourly
Everything in the Associate Account Manager role, plus the responsibilities below.
Scope and ownership
Supports 10–20+ PTs with strong independence. Handles complex work end to end and is eligible for internal carve-outs — Authorization Intake and Document Routing.
Case and authorization
Case creation; authorization creation and management — soft caps, expired authorizations, follow-up.
Initial Tricare authorization follow-up.
Workers' comp RFA, referral, and authorization management.
BAUTH claims-missing-auth holds and DECOP patient-responsibility updates from EOBs.
Oxfords and other complex payer authorizations; work-comp extensions and RFA faxing.
Carve-outs
This is the first level eligible for a carve-out — a defined area of the operation you take on beyond your panel. Currently Authorization Intake and Document Routing.
What moves you to KMS 3
Demonstrated full authorization management, deep ledger dives, and complex follow-ups, with readiness to own a clinic panel. Typical timeline 6–12 months.
Clinic-level ownership and operating decisions. Owns the operating performance of an assigned set of clinics. The defining work is judgment about how each clinic runs — discerning what is best for the clinic, setting operating priorities, working directly with physical therapists, and partnering with Regional Directors on the growth of their regions.
DepartmentAccount Management
Reports toSenior Operations Manager
StatusNew role — currently unfilled
Everything in the Junior Account Manager role, plus the responsibilities below. This is a single level with no sub-tiers.
Clinic operating judgment — the primary duty
Discern what is best for each assigned clinic and set operating priorities accordingly, exercising independent judgment on matters affecting clinic performance.
Communicate and consult directly with physical therapists on clinic operations, schedule strategy, and performance; educate PTs on schedule density and optimization.
Direct day-to-day operating decisions for the assigned clinics.
Partner with Regional Directors on the growth and development of their regions, contributing to operating and growth strategy.
Revenue-cycle and panel execution — supporting duties
Advanced billing: payment posting from EOBs, rejection follow-ups, complex multi-step follow-ups, payor terminate process, and fix-and-rebill.
Update primary payor on new insurance; handle inbound insurance correspondence.
Authorization submission and retrieval.
Documentation: fax management, plans of care, legal medical records, and the medical-records email queue.
The shift this role represents
Everything below KMS 3 is about executing well. This level is about deciding. The revenue-cycle work carried forward from earlier levels supports the operating judgment — it is no longer the point of the job.
Beyond KMS 3
The path splits. One route leads to leading people as Senior Operations Manager; one leads to depth of expertise as RCM Specialist and RCM Principal. Both are senior roles.
Where the path splits — depth of expertise, or leading people.
Role 05
KMS 4
RCM Specialist
Department-wide revenue-cycle resource and emerging leader. Supports revenue cycle operations across multiple clinics and functional areas, serves as a subject-matter resource and mentor for the team, and helps ensure consistency and execution throughout the organization. The bridge between frontline operations and department leadership.
DepartmentAccount Management
Reports toSenior Operations Manager
Direct reportsNone — resource and mentor
ClassificationSalaried exempt
Scope and ownership
A multi-clinic resource within the Account Management team. Provides cross-clinic support, serves as an escalation and subject-matter resource, mentors team members, and contributes to process improvement and operational analysis. Performs advanced revenue-cycle work in support of these responsibilities.
Multi-clinic resource and team development
Serve as a department-wide resource across multiple clinic locations, helping ensure consistent execution of revenue-cycle standards.
Act as the escalation resource for complex payer issues and high-priority reimbursement and authorization challenges.
Serve as resource and mentor across the Account Management ladder — including coaching, onboarding, and training new team members.
Coordinate with team members across clinics to balance workload and resolve issues.
Reinforce best practices, support implementation of departmental SOPs, and identify team-development opportunities.
Operational excellence and analysis
Assist leadership with implementation of new processes and systems; participate in departmental projects.
Support process documentation and continuous improvement; help maintain operational standards.
Monitor department performance indicators; assist with reporting and operational analysis; identify trends, risks, and opportunities.
Revenue-cycle operations — supporting duties
Support benefits verification, authorizations, claims management, accounts receivable, denials resolution, and patient financial services.
Support resolution of escalated reimbursement issues and recommend corrective actions.
Payment posting from document routing and remit stations; process patient refunds; multi-clinic support for 15–25 PTs.
Leads the team, the operation, and the systems. Ensures people, systems, and processes align to deliver an excellent employee and patient experience. The primary responsibility is managing people and operations — leading and developing the team, setting and auditing standards, owning operational performance, and managing the office and technology systems the team depends on.
DepartmentAccount Management
Reports toCFO
Direct reportsThe Account Management team
ClassificationSalaried exempt
People management — a core, defining responsibility
Lead, coach, and develop the Account Management team; set and audit performance standards.
Own performance accountability, including managing underperformance and supporting development across all levels.
Set the standard across scheduling, waitlist, collection, End of Day, and authorization intake.
Reinforce KIME's leadership expectations and accountability standards within the team.
Operational leadership
Oversee schedule density across team clinics and overall operational performance.
Develop, document, and continuously improve operational SOPs and policies.
Manage all documentation workflows and the document-routing pipeline.
Identify operational bottlenecks and implement solutions that improve efficiency.
Systems and vendors
Manage the phone system (Weave / PolyAI) and Raintree provider-schedule setup.
Subject matter expert in revenue cycle management. Responsible for optimising financial performance through strategic oversight of billing, collections, authorisations, payer relations, reimbursement, and revenue-cycle systems. Leads through depth of expertise and independent judgment over the function rather than through managing people.
DepartmentAccount Management
Reports toCFO
Direct reportsNone — technical leader and mentor
ClassificationSalaried exempt
Revenue-cycle expertise — the primary duty
Serve as the organisation's highest-level expert in revenue cycle management, from scheduling through final payment.
Identify reimbursement opportunities and revenue-leakage risks; provide strategic recommendations to leadership.
Own billing system oversight and integrity across Waystar, Jopari, and Raintree.
Stay current on payer regulations, reimbursement trends, and industry best practices.
Financial performance and payer relations
Analyse revenue-cycle KPIs and lead initiatives to improve net collection rate, days in A/R, authorisation success, clean-claim rate, denial rate, and cash collections.
Serve as internal expert on payer policies and reimbursement methodologies.
Manage payer contracts, rates, and renewals; support leadership in negotiations and contract evaluations.
Escalate and resolve complex reimbursement disputes; maintain payer-representative relationships.
Credentialing and RCM operations
Own the full credentialing process — CAQH, PECOS, MEG, roster submissions.
Lead RCM operations: quarterly meetings, training, and performance-trend analysis.
Oversee refunds, collections, and payment and remit posting accuracy.
Manage Raintree users, credentials, and insurance setup.
Process improvement, education and partnership
Design and implement best practices across the revenue cycle; own billing SOPs and policies.
Serve as a technical resource and mentor to revenue-cycle team members; develop training and operational guides.
Partner with Operations, Clinical Leadership, Customer Experience, and Finance so operational decisions align with financial outcomes.
Handle the most complex escalated billing customer-service issues.
Try a shorter word, or clear the search to see all seven roles.
How you are measured
The gainshare model
Everyone on the Account Management team is measured through the same model. What changes by level is how much of the result you personally control — and, at the senior levels, what gets measured at all.
What is measured
Metric
What it means
Schedule density
Eligible PTs at or above base visits
Revenue per visit
RPV against clinic target
Copay collection
Collected against collectable
Self-pay RPV
Self-pay revenue per visit against target
Live figures and current weighting are on the KMS Operators dashboard. This page describes the model; the dashboard holds the numbers.
How it is weighted
Level
Weighting
KMS 1 – KMS 2+
Individual results 75%, team 25%
KMS 3
Clinic operating performance for the assigned panel, plus regional-growth contribution
KMS 4
100% team — balanced across operational and development outcomes
4L roles
Team-weighted, against function-level outcomes
Gainshare is performance-based and tied to your KPI score. Targets by level are in your job description.
What changes at the top
Through KMS 2+, you are measured on the clinics you support. At KMS 3, on how those clinics perform. At KMS 4 and above, on whether the team and the function get better.
The higher you go, the less of your score is about what you personally completed.
Where to go next
Operations home for the day-to-day. The Priorities page for how to sequence your day. The How To page for click paths. If you are not sure what you are currently signed off on, ask your manager — that should never be a guess.
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