Enter the facility you are working. The platform scores the seven dimensions Kipu actually qualifies on, names the motion the AE should run, and parks the misfits so the cohort still learns.
Every generation is saved. Outside-ICP is a band, not a refusal. The supporting reference frameworks remain below the generator.
The static frameworks underneath the generator. The three-dimensional ICP model, archetype RCI multipliers, and discovery openers. The generator above uses these as priors; the cards below let the AE inspect the underlying logic.
Each one reshapes the entire sales conversation.
Dictates decision authority, budget constraints, approval chains, and how "value" gets interpreted. A founder processes ROI differently than a PE-backed COO reporting to a board.
Drives documentation burden, billing complexity, and RCM intensity. A PHP/IOP network has a fundamentally different billing profile than a residential facility with mixed payers.
Tells you revenue predictability and how intense the value proposition needs to be. 70%+ commercial is a different world than Medicaid reimbursement timelines.
| Ownership | Decision Authority | Budget Horizon | RCM Value Language |
|---|---|---|---|
| PE-Backed | Board-driven, quarterly | 90-day pressure cycles | EBITDA impact, margin expansion |
| VC-Backed | Founder-centric | Runway-dependent | Scalability, competitive moat |
| Owner-Operator | Single decision-maker | Annual, conservative | Peace of mind, compliance, legacy |
| Hospital-Owned | System-level committee | Fiscal year cycles | Integration, standardization |
| State/County | Agency approval, political | Appropriations-dependent | Grant compliance, audit readiness |
| Nonprofit | Board/ED, mission-aligned | Grant cycles | Mission advancement, outcomes data |
Billing complexity and documentation burden vary dramatically across ASAM levels.
| ASAM Level | Care Setting | Billing Complexity | Documentation Burden | Typical RCM Pain |
|---|---|---|---|---|
| 3.7 | Inpatient Detox | High | Very High | Prior auth delays, concurrent review |
| 3.5 | Clinically Managed Residential | High | High | LOC downgrades, medical necessity denials |
| 3.1 | Low-Intensity Residential | Moderate | Moderate | Census-to-collection gaps |
| 2.5 | Partial Hospitalization (PHP) | High | High | Session doc compliance, group billing |
| 2.1 | Intensive Outpatient (IOP) | Moderate | Moderate | No-show revenue leakage, scheduling |
| 1.0 | Outpatient | Low-Moderate | Low-Moderate | Volume-based, high throughput |
| OTP | Opioid Treatment Program | Specialized | Very High (42 CFR Part 8) | SAMHSA compliance, dispensing docs, DEA audits |
The payer profile determines revenue predictability and the intensity of RCM need.
| Payer Profile | RCM Complexity | Revenue Predictability | Primary Pain Points | RCI Modifier |
|---|---|---|---|---|
| Commercial-Heavy (>60%) | High | Moderate-High | Prior auth burden, network negotiations, denial mgmt | 1.2x |
| Medicaid-Heavy (>60%) | Moderate | Low-Moderate | Low reimbursement, state variation, volume pressure | 0.9x |
| Out-of-Network Dominant | Very High | Low | SCAs, patient collections, balance billing | 1.4x |
| Private Pay Dominant | Low | High | Collection processes, payment plans, minimal RCM need | 0.5x |
| Hybrid/Balanced | Moderate-High | Moderate | Multiple workflow complexity, varied doc requirements | 1.0x |
Revenue Capture Index. Math over gut feel.
| Ownership | RCI Mult. | Rationale |
|---|---|---|
| PE-Backed | 1.3x | High urgency, board accountability |
| VC-Backed | 1.2x | Growth mandate, tech receptiveness |
| Startup/Growth | 1.0x | Standard baseline |
| Owner-Operator | 0.9x | Lower velocity, conservative adoption |
| Hospital | 0.8x | Long cycles, integration complexity |
| Nonprofit | 0.9x | Grant dependencies, board approval |
| State/County | 0.6x | Procurement requirements, political cycles |
| Profile | RCI Mult. | Rationale |
|---|---|---|
| Commercial-Heavy | 1.2x | High auth burden, denial mgmt need |
| Out-of-Network | 1.4x | SCAs, collections, balance billing |
| Hybrid/Balanced | 1.0x | Multiple workflow complexity |
| Medicaid-Heavy | 0.9x | Low reimbursement, volume pressure |
| Private Pay | 0.5x | Minimal RCM need |
| Kipu Status | RCI Mult. | Rationale |
|---|---|---|
| Existing Kipu EMR | 1.25x | Integration advantage, lower implementation risk |
| Non-Kipu EMR | 1.0x | Standard competitive displacement |
Not scripts. Starting points. The intent maps to what each ownership type cares about.
Even outside-ICP accounts get a motion (document and park). These are the harder stops.
Private pay dominant (>80%), no billing need. Nationwide telehealth-only, no physical ops. Census under 20, no growth trajectory. Active bankruptcy. Failed Kipu implementation within 18 months.
No decision-maker after 3 discovery attempts. Existing biller contract >18 months remaining. IT leadership blocking adoption. Clinical leadership turnover during evaluation.