Enterprise Care & Revenue Meets Self-Service Milestones at Reston Radiology Consultants After Leveraging Complete Patient, Provider and Operational Engagement from Royal Solutions Group

Feb 24, 2020

RESTON, Va., Feb. 25, 2020 /PRNewswire/ -- Reston Radiology Consultants has taken patient and provider engagement to the next level by deploying Royal Enterprise Care & Revenue - a complete compendium of self-service workflows designed to engage the patient and provider throughout the entire radiology and revenue cycle workflow, while engaging operational staff on a clinical and financial exception only basis.

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"Royal's one-platform approach has finally allowed Reston to fulfill its quality of service vision. We have waited over a decade for technology to catch up to us, so that we could provide the kind of service that we have imagined to our patients and referring physicians. Royal Solutions provides us an integrated answer which fulfils the concerns and expectations of all parties including our staff." - Vincent Mascatello, MD and President, MRI of Reston.

"Royal Solutions Group is a true innovator and have been a remarkable partner us. Bringing their systems live, especially the patient and tech Kiosks was like moving from film to PACS; just amazing, The patient experience has changed dramatically by eliminating all paper, and we are now fully in the digital age. " - Jeffrey Atkin, CEO of Reston Radiology Consultants.

Royal Kiosks® for Patients, Schedulers and Technologists, Royal Alerts®, Royal Patient Portal®, RoyalPay® and Royal Revenue™ provide a completely automated scheduling and registration process and a true paperless environment. The web-based platform streamlines ordering, medical records, scheduling, report distribution, coding and billing processes, ensuring that information captured at any point in the workflow is retained and disseminated across the care stream.  Operating on a single unified platform, Reston's staff will be able to provide patients and ordering providers a multitude of benefits, including highly accurate estimates, paperless scheduling and pre-registration, reduced check-in times, and built-in quality controls throughout the entire examination.  With the addition of Royal Revenue, a cutting-edge revenue cycle management platform, Reston has seen a significant decrease in denials and an even more impressive increase to their clean claim rate. The staff enjoy a paperless workflow and a simplified user experience, creating a highly functioning, efficient office, while adding immeasurable value to the patient experience and everyone's bottom line.

"Royal's one-platform approach has finally allowed Reston to fulfill its quality of service vision," according to Vincent Mascatello, MD and President, MRI of Reston. "We have waited over a decade for technology to catch up to us, so that we could provide the kind of service that we have imagined to our patients and referring physicians.  Royal Solutions provides us an integrated answer which fulfils the concerns and expectations of all parties including our staff."

"Royal Solutions Group is a true innovator and have been a remarkable partner us.  Bringing their systems live, especially the patient and tech Kiosks was like moving from film to PACS; just amazing," says Jeffrey Atkin, CEO of Reston Radiology Consultants.  "The patient experience has changed dramatically by eliminating all paper, and we are now fully in the digital age."  

"Enterprise Care & Revenue is a true self-servicing healthcare workflow that drives Reston Radiology Consultants' patients through the entire exam life cycle with the highest clinical quality and in the least waste way.  This maximizes the ordering provider and patient experience to improve care, accelerate revenue, offer prime provider services, and address long standing inefficiencies in screening, scheduling, medical records, technologist and radiologist workflows," said Peter Nassif, CEO Royal Solutions Group, LLC. "We believe Self-Service is the vision for radiology end-to-end workflow, and after witnessing its power at Reston, and many other customers across the country, we now know we are reaching the pinnacle of consumer engagement in radiology and how to consistently deliver this value to future customers."

About Reston Radiology Consultants, Reston, VA
Reston Radiology Consultants is a diverse group of board certified and fellowship trained physicians. Their technologists and support staff are chosen for their experience, skills and dedication to patient care. The imaging centers are conveniently located throughout Northern Virginia, with hospital-based services at Reston Hospital Center and Stone Springs Hospital Center.

About Royal Solutions Group
Royal, headquartered in White Plains, NY with offices in Nashville, TN and Jefferson City, MO, is a leading provider of software and services to the health care industry. Together with its software firm, Royal Health, Inc. and its payments firm, RoyalPay, Inc., Royal delivers a seamless suite of solutions that is focused on patient, provider and operational workflows, optimizing engagement in all areas of a patient exam life cycle.

Visit www.royalsolutionsgroup.com for more information.

Contact:

Royal Sales Engagement
[email protected]
646.405.4878 option 1

SOURCE Royal Solutions Group

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What to consider if a company that made AI-related job cuts wants you back

What to consider if a company that made AI-related job cuts wants you back

Oct 30, 2026

NEW YORK — Companies around the world are increasingly citing artificial intelligence when slashing jobs, fueling anxiety that a lot more workers may lose their livelihoods to machines. Microsoft, Barclays Bank and supermarket chain Kroger are among the latest entries on a growing list of companies that have announced AI-related workforce reductions this year, including the elimination of jobs deemed redundant or shed to free up money for investing in the technology. But the job cuts of the AI era, which are affecting tens of thousands of people, occasionally have an epilogue. Some companies, after discovering that AI models, applications and agents don't perform as well as expected, end up rehiring laid-off workers to fill eliminated positions. It's unclear how common such reversals are, but they are happening often enough to acquire a nickname: the "AI boomerang." "Two years ago, we said, 'Would this happen?' and now we're saying, 'Yes, it is happening in real time,'" said Lucy Beaumont, a global senior vice president at SHL, a U.K.-based technology company that develops employment-related tests and tools. Hiring managers in fields including finance, marketing, law and health reported earlier this year that their companies had eliminated positions primarily because of AI or automation, only to hire again for the same or similar roles, according to recruitment and staffing firm Robert Half. The most frequently cited reasons for restoring dropped jobs included the technology needing more human oversight than anticipated and its inability to replicate institutional knowledge, the firm said. "When you need critical thinking, collaboration, creativity, institutional knowledge, those are things that AI just can't replicate," Bill Driscoll, a senior district president at Robert Half, said. "And I think that's where companies are starting to realize, 'Wow, we really do need people to do these jobs.'" Klarna, the Swedish provider of buy now, pay later services, began recruiting human customer service representatives again last year. CEO Sebastian Siemiatkowski acknowledged in an interview with Bloomberg News that the company's reliance on an AI chatbot to cut costs had gone too far. In June, Ford said it had hired or promoted 350 veteran engineers after AI tools the automaker deployed to do quality control work did not perform at the expected level. "AI utilization has been an important part of our quality gains and that — along with deep technical expertise of our teams — is a powerful combination," a Ford spokesperson told The Associated Press. However, companies don't always broadcast their U-turns on shifting resources or responsibilities from employees to AI systems, Beaumont said. "Maybe their shareholders love that they did this right-sizing motion... and then they have to turn around and quietly, with their tail between their legs, admit that they weren't ready for that or they shouldn't have done that," she said. Management experts offered employment advice for workers as companies make greater use of AI tools and consider — or reconsider — their staffing needs while assessing the technology's capabilities. Rehiring suggests the invisible work of humans is not easily replaced When companies use AI to perform tasks previously done by people, they often miss the invisible work employees do beyond their formal job descriptions, said Betsy Summers, a principal analyst on the Future of Work team at market research and advisory firm Forrester. That might include sensing emotions and moods, holding impromptu meetings and putting in extra effort when feeling inspired or otherwise motivated, Summers said. "We don't know all the work that's required to do things well within the organization," she said. "The citizenship behaviors of team cohesion and team building and making sure that you have trust within your team, none of that is accounted for. So when you rip out humans who are doing that work and then expect agents to be able to then deliver exactly what humans have delivered, they are frequently mistaken." Another factor that complicates assigning more work to AI-powered tools is that company procedures for tasks such as data processing and bookkeeping are not always well documented, experts said. "Organizations are not spending enough time doing the up-front work to really truly understand workflows and where humans add value in the process," said Brooks Holtom, a professor of management at Georgetown University's McDonough School of Business. In roles such as customer service, AI agents and chatbots frequently need to refer questions and complaints to a worker who can recognize emotions, assess the severity or complexity of a problem and respond creatively within established policies, Holtom said. "It's that combination of creativity but staying in the guardrail that's really hard for a machine to figure out," he said. Figure out what gives you a competitive edge as a human As companies redirect resources toward AI, current employees and those asked to come back might want to emphasize skills that complement the technology, such as emotional intelligence and sound judgment, Holtom said. "Really try to be able to articulate, what's your value proposition as a human?" Holtom said. "Don't be afraid to lean into the technology as well, and understand how to differentiate yourself from what machines do well. Embrace that, understand that, and you can become uniquely qualified to help with implementation." Empathy is a human quality that technology has not fully mastered, Beaumont said. "Think about an angry customer. They want to be listened to, they want to be heard, they really want a human on the other end of the line," Beaumont said. "Can an AI replace that right now in a way that feels meaningful to individuals? Perhaps not." Know your leverage and use caution if you're asked back Many people are understandably reluctant to return to a company that laid them off as part of a reorganization around artificial intelligence, according to Beaumont. "To come back to a business where you've been let go, replaced by AI, to be asked back to that business, your trust is gone, your psychological safety there, your relationship with the employer, and that's very, very difficult to build back," she said. Workers offered their old jobs back are asking for more money and to know how AI might impact future staffing, Beaumont said. Requesting additional training and a clear explanation of your opportunities for advancement could be part of the discussion, she said. Communicate ways you would contribute value as a returning employee, outlining a new job description "that leverages the technology but also your expertise," Holtom said. You could end up in a higher-ranking position that pays more than the one you left, he said. Before accepting an offer, seek a commitment such as a one-year renewable contract that includes a buyout clause if the job is terminated in less than a year, Holtom suggested. Don't discount the distinctly human values of motivation and curiosity, which make people efficient and effective, Summers said. "Within our societies, work serves a broader purpose than just creating value for shareholders or customers or constituents," she added. "Work serves a human purpose as well. It's the manifestation of our search for meaning and purpose. We want to contribute to our communities as human beings."

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