accounts_payable · finance · workflow
How AP automation gives LTC Ally the capacity to add 30 skilled nursing facilities a month
LTC Ally's rapid growth — onboarding up to 30 new skilled nursing facilities a month — created an unsustainable AP burden because each facility is a unique AP ecosystem with distinct accounting needs, and the prior model of maintaining a constant staff-to-home ratio could not scale without proportionally increasing headcount.
How it works
Common implementation structure
How this type of workflow is generally built, generalized across documented cases — not tied to any one vendor's stack. Click any stage to read what happens there. Specific products that implement these stages appear in “Tools commonly seen” below.
Stage 1 · New entity added as client
Each new nursing home represents a unique entity with distinct vendor relationships, coding preferences, approvals workflows, and compliance requirements.
Tools used
StampliBilly
Outcome
Stampli enabled LTC Ally to grow without proportionally increasing staff, with the employee-to-facility ratio dropping significantly, the close timeline dramatically accelerating, and faster onboarding of more nursing homes directly impacting the bottom line as a significant revenue driver.
Results
Time saved30
Volumeone-day setup
Cost replacedsignificant revenue driver
Grounding & classification
Source type: vendor customer story
29 fields verified against source quotes.
data extractiondocument aiinvoicehuman review describedmetric backednamed customerproduction runtime claimedtools describedworkflow describedhealthcareprofessional servicescost reductioncycle time reductionemployee productivitythroughput increasevendor customer storyaccounts payableback office opsinvoice processingai draft human approvaldata sync enrichmentdocument to record