Session Details

Name
[PANEL] Measuring What Moves the Needle: KPIs That Actually Drive Results
Track
Leadership & People Strategy
Date & Time
Tuesday, June 9, 2026, 11:00 AM - 12:00 PM
Location Name
Ballroom A
Presentation

Learning Objectives

Name
[PANEL] Measuring What Moves the Needle: KPIs That Actually Drive Results
Description

Are you tracking the KPIs that actually move the needle—or just measuring what’s easy or interesting? In the fast-evolving world of HME and revenue cycle management, the difference between success and stagnation often comes down to what you measure—and how you use it. This dynamic executive panel brings together experienced industry leaders who will unpack the most powerful performance indicators they monitor daily, weekly, and across strategic planning cycles. We’ll explore how the right KPIs can uncover blind spots, spotlight opportunities, and guide everything from staffing models to automation investments. But it’s not just about the metrics themselves—it’s about building a performance-driven culture. How do you align your teams across Sales, Operations, Finance, and Customer Success to rally around the same goals? What happens when KPIs conflict? And how do you avoid “KPI theater” and focus on meaningful impact? With real-world stories, practical frameworks, and plenty of laughs, this session offers a fresh take on an old challenge—turning numbers into action and action into measurable outcomes. Whether you’re a CFO, VP of Ops, or frontline billing lead, you’ll walk away with tools, tactics, and perspectives you can use on Monday morning.

Proposed Learning Objective (1)
Select 2–3 critical KPIs that most directly impact financial health and operational efficiency by evaluating metrics such as Days Sales Outstanding, 90+ A/R percentage, and denial rates against organizational goals.
Proposed Learning Objective (2)
Differentiate between high-value KPIs and less impactful metrics by applying a structured framework to distinguish mission-critical indicators from vanity metrics that dilute focus and decision-making.
Proposed Learning Objective (3)
Analyze real-world examples of KPI-driven decision-making to explain how actionable insights led to strategic business changes, such as reducing hold days or reallocating staffing resources.
Proposed Learning Objective (4)
Apply at least two strategies to gain cross-functional alignment around shared KPIs and describe one method for improving data consistency across teams and supporting technology systems.

CEU and CEC

When applicable, the CEU or CEC credits for each accrediting body are displayed below.

ABC CEU
1.0
BOC 1 CEU
0
BOC 2 CEU
1.25
AARC CEU
1.0
CEAC CEC
1.0
IACET CEU
0.1
SHRM CEU
1.0
Contact Hours
1.0