How to Get Paid Faster (and Avoid Broker Cash Flow Nightmares)

Written by Rachel SchollerFounder, NEMT Growth Consultantswww.nemtgc.com Let’s talk about something that makes most NEMT owners cringe: cash flow. Specifically — waiting weeks (or months) to get paid by brokers. You’ve already paid for fuel, paid your drivers, handled the dispatch work — and now you wait. And wait. And wait. Delayed payments are one of the top reasons new providers get stuck in financial stress or even shut down. But with the right strategy, you can take back control — and get paid faster, more consistently, and with less drama. Step 1: Know Your Broker’s Payment Cycle *Before* You Accept Trips Before you agree to a single trip, ask for clear answers to these questions: – What is the claims submission schedule?– What is the average turnaround time for payment?– How are denials handled?– Is there a penalty for resubmitting claims?– Do you get paid electronically or by check? Get this in writing. And document every ride with timestamps, GPS, and signatures — every time. Step 2: Don’t Rely Solely on Broker Work If 100% of your income comes from brokers, you’re at their mercy. Even if they pay on time (which is rare), you’re stuck in a slow-pay, low-margin cycle. Diversify your revenue by adding: – Private-pay clients (faster pay, higher rates)– Direct contracts with dialysis centers, group homes, senior facilities– Premium ride services (same-day, holiday, off-hours) for extra cash flow Step 3: Submit Claims Flawlessly — the First Time Most broker delays happen because of paperwork errors, not malicious intent. Submitting clean claims means fewer rejections and faster payments. Ensure that: – Trip logs match the manifest exactly– Signatures are legible and complete– Mileage and timestamps are accurate– All supporting docs are attached– Submission happens within 24–48 hours of the trip Use software that flags missing info or hire a virtual assistant to handle submissions daily. This alone can shorten your payment cycle by weeks. Step 4: Track Every Dollar — and Every Delay You can’t manage what you don’t measure. Create a simple spreadsheet or use software to log: – Trip date– Submission date– Expected payment date– Actual payment date– Amount billed vs. amount paid Over time, patterns will emerge. You’ll see which brokers always pay late — and which ones deserve more of your business. Step 5: Build a 60–90 Day Cash Reserve Your business needs breathing room. If every broker stopped paying for two months, would you still survive? If not, start small — even a one-week cash cushion helps. Then build up to 30, 60, and eventually 90 days of operating costs. This reserve is what gives you peace of mind, better negotiation power, and the ability to say no to low-paying, slow-paying contracts. Real Story: From Desperation to Predictable Cash Flow One client I worked with was constantly 60 days behind. He had no idea which brokers owed what. After three months of fixing his claim process and dropping the worst offenders, he went from panic to having a 45-day cash buffer — without adding a single new vehicle. Tools That Help – Excel or Google Sheets cash flow tracker– Dispatch/billing software (RouteGenie, MediRoutes, etc.)– QuickBooks or Wave for accounting– Virtual assistant or part-time admin support Final Thoughts Getting paid faster isn’t just about money — it’s about sanity. When your business has predictable cash flow, everything else becomes easier: payroll, planning, retention, even sleep. Need help cleaning up your claims process or setting up a diversified income plan?Visit www.nemtgc.com/contact and let’s talk. hire Rachel to speak at your event Hire Rachel

Should You Use Routing Software? What Most Companies Get Wrong

By Rachel SchollerLet’s talk about routing software.Most companies I talk to either swear by it or swear at it. Here’s the truth: it’s not a magicbullet. And it’s not for everyone. Software Without a Strategy Is Useless Plugging in addresses isn’t enough. Your teamneeds to understand route logic, driver habits, and scheduling patterns. Otherwise,you’re just creating expensive chaos. It’s Not Worth It for Every Operation If you’re running fewer than 10–20 vehicles,manual dispatching with strong SOPs might serve you better. You won’t get a return onyour software investment if you’re not at scale. Poor Onboarding Kills ROI I’ve seen companies spend thousands on routingsoftware and never properly train staff to use it. Without consistent usage andaccountability, adoption falls flat. There’s a Middle Ground You don’t have to go all-in or all-out. Many companiesbenefit from using limited features—like real-time tracking or vehicle loadsummaries—while still dispatching manually. Evaluate Before You Commit Ask for demos. Trial the platform. Talk to otherproviders your size. And make sure your SOPs align with the software you choose. Routing software can be a game-changer—or a money pit. Make the choice that’s right for yourbusiness stage, not just the industry hype. It is important to fully understand the benefits andpitfalls of using routing software. If you want to talk more about Routing software, I’m here to help. Email me at nemt.growth@gmail.com hire Rachel to speak at your event Hire Rachel

Are You Running a Business — Or Just Driving a Van?

Written by Rachel SchollerFounder, NEMT Growth Consultantswww.nemtgc.com If you’re still behind the wheel, answering phones between pickups, and closing out trip logs at night — you’re not alone. Almost every NEMT business starts this way. But here’s the uncomfortable truth: driving a van and running a business are two very different things — and knowing the difference can make or break your future. This isn’t a knock on hard work. It’s a call to level up. Because if your company depends on you doing everything, you don’t own a business — you own a job. And that job will eventually burn you out. The Technician Trap Many NEMT owners fall into what I call the “technician trap.” You start out as a driver or dispatcher because it’s what you know, and it keeps costs low. But then it snowballs: – You’re the one scheduling trips.– You’re fixing software issues.– You’re handling complaints.– You’re training drivers on the fly — if at all. It might work in the short term. But over time, it becomes the reason your business can’t grow — and why your stress never goes away. “If your business can’t run for a day without you, you don’t own a business — you own a bottleneck.” The Difference Between Owning a Van and Owning a Company Let’s break it down: **Van Driver Mindset vs. Business Owner Mindset** – Takes every trip personally  ➤  Builds systems to delegate rides– Works more to make more  ➤  Designs operations to scale revenue– Handles issues reactively  ➤  Anticipates problems proactively– Operates from hustle  ➤  Operates from intention How to Start the Shift (Even If You’re Still Driving) You don’t have to quit driving tomorrow — but you do need to start building a foundation to step out of the driver’s seat eventually. 🛠 **Four Moves That Changed Everything for Me:** Block one day a week (or one hour per day) to work *on* the business — not in it. Document every task you repeat — from how you confirm a ride to how you assign shifts. Hire part-time help *before* you feel ready. Track your time. Are you doing $15/hour tasks — or making $100/hour decisions? Real Story: When I Realized I Had a Job — Not a Business In my second year running Lakeshore, I was dispatching from my kitchen table, covering for a sick driver, and chasing late broker payments — all in the same day. I thought that’s just what “ownership” looked like. But I wasn’t leading. I was surviving. Once I created my first onboarding guide, delegated scheduling, and committed to weekly team meetings — the pressure eased, and my profit margins grew. What True Ownership Looks Like – You don’t answer every call — because your staff is trained.– Drivers know what’s expected — because you documented it.– The business makes money when you take a day off.– Your stress drops because your systems carry the load. Self-Check: Do You Own a Job or a Business? – Can you step away for one day without panic?– Are you still the only one who knows how to schedule?– Do you train new hires from scratch — or with a guide?– Are you constantly reacting — or planning ahead?– Does your business support you — or drain you? Final Thought There’s nothing wrong with driving a van. But don’t stop there. Build something that works without you — something you can scale, step away from, or even sell someday. That’s when the real freedom, growth, and profit begin. Ready to make the leap from operator to owner?Visit www.nemtgc.com/products/sop-starter-kit to grab the SOP Starter Kit or book a 1:1 consult at www.nemtgc.com/contact. hire Rachel to speak at your event Hire Rachel

How I Maintained 30%+ Profit Margins in My NEMT Business

By Rachel SchollerProfit margins in the NEMT world are often razor thin—but they don’t have to be. At myprevious company, I maintained 30–35% margins for years, even as we grew. Here’s how I did it: Disciplined Dispatching We didn’t have fancy routing software. We had solid systems.Our dispatchers were trained to cluster rides, avoid deadhead miles, and use vehiclecapacity efficiently. That alone saved thousands every month. Fixed vs. Variable Expense Control I knew exactly what my fixed costs were and scrutinized every variable expense. Fuel, maintenance, overtime—they were all trackedclosely. When margins dipped, we knew where to look first. Hiring for Culture, Training for Skill A good driver shows up. A great driver stays. Ihired based on reliability and empathy, then trained them on the rest. This reducedturnover, which directly impacted our bottom line. We were a team with the same goal– serve at a high level. Saying No to Bad Contracts Not all contracts are worth having. If thereimbursement rates didn’t align with our operating costs, we passed. Growth forgrowth’s sake can bankrupt a business. Building a Purpose-Driven Brand Clients knew we cared. Drivers knew their workmattered. That culture translated into fewer complaints, better retention, and a steadyflow of word-of-mouth referrals. Healthy margins aren’t about cutting corners. They’re about operating with clarity,discipline, and heart. If you’re looking to tighten up your margins or take a closer look at your operations, it’s something I help clients with every day. Email me at nemt.growth@gmail.com   hire Rachel to speak at your event Hire Rachel

Understanding the NEMT Broker System: What You’re Really Signing Up For

By Rachel SchollerBrokers are a major part of the NEMT landscape, but they’re often misunderstood— especiallyby new providers. Here’s what you need to know: You Work for the Broker, Not Medicaid Even though Medicaid funds the ride, thebroker is your client. They set the rates, the rules, and the reimbursement timelines. Rates Vary (and Are Often Non-Negotiable) Don’t expect to negotiate trip prices.Know your operating costs and determine whether their rates work for you beforesigning anything. Payment Timelines Are Slower Than You Think Cash flow can be brutal. Somebrokers pay weekly, others monthly. And claims can be denied for the smallest clericalerror. Have a float. Your Scorecard Matters Brokers track your on-time rate, complaint history, andcompleted trip ratio. Too many issues, and you’ll lose access to better trips—or losethe contract altogether. They’re Not Your Only Option Broker work can be a good starting point, but itdoesn’t have to be your whole business. Consider private-pay clients, facility contracts,or specialized transportation niches. Understanding the broker system is critical to building a sustainable NEMT business. Don’t justsign the contract—understand what it means for your margins, operations, and long- termstrategy. Need help launching or growing your NEMT business? I offer consulting, SOP templates, andhands-on support for providers across the country. Email me at nemt.growth@gmail.com hire Rachel to speak at your event Hire Rachel