Plutus Health Ties Its Fees to What ABA Providers Collect

From Technology Into Revenue Cycle

DALLAS, TEXAS – Thomas John has built healthcare RCM operations since 2008, but he did not set out to work in medical billing. He came from a technology and process background, sold his first company to a publicly listed firm, and was on a non-compete when a Dallas physician asked him to look at problems in his revenue cycle.

He applied a technology-and-process lens and found the issues in ABA RCM operations to fix. ABA, he said, “found me rather than me going searching for it,” and he decided to double down on it. He is also the founder of Artemis ABA, a separate clinical and practice-management software platform designed for ABA practices.

The company brings more than 10 years of ABA-specific expertise, its deepest and longest-running specialty. It cites familiarity with unit-based authorizations, time-based CPT codes 97151-97158, concurrent billing rules, and session documentation requirements.

Plutus Health is an AI-enabled, end-to-end RCM company with a team of more than 1,600 people and clients in more than 25 states. The company processed $1 billion in collections for its clients last year, John said in the interview.

Paid When Providers Collect

Plutus Health does not bill ABA providers for the work it does on their claims. It bills them a percentage of the money those claims actually bring in.

The revenue cycle management (RCM) company ties its own fee to what a provider collects. There are no upfront setup fees, no per-claim charges, and no separate software line item. If the provider does not collect, the company does not earn.

That alignment is the business model, not a pricing option. Plutus commits to specific financial targets in writing, including clean claim rate, first-pass payment, denial rate, and turnaround time, and runs them as contractual service-level agreement (SLA) targets tracked on real-time dashboards.

“We don’t charge our customers for delivering services. We charge our customers for delivering outcomes.” – Thomas John, Founder and CEO, Plutus Health, in an interview with BreakingNewsABA (2026)

Preventing Denials Before They Start

John frames the work as prevention rather than repair. Most problems in a provider’s practice start in the delivery of care and at the front desk, he said in the interview, and only become visible later in billing.

“I’m a big believer in preventing problems rather than solving problems,” John said. He pointed to care delivered without prior authorization, and to the lag between when a new provider is credentialed and when that provider can bill for sessions, as common sources of lost revenue. Practices operating across multiple states lose money to differing Medicaid and payer guidelines, he added.

That is the logic behind running two companies, John said. Artemis ABA handles the front end, with AI scheduling, AI session notes, AI treatment plans, intake, data collection, billing, and family communication on one platform. Plutus handles the back-end collections. Practices that use both tend to collect at least 99 percent of their revenue, John said.

AI as a Force Multiplier

Plutus runs the cycle on a proprietary platform it calls Olympus AI, which determines which tasks automation handles and which require human judgment. Its Payor Intelligence Engine, built on more than 18 years of payer behavior and claims data, detects payer rule changes in real time and acts on in-flight claims before they are denied.

The company reports 1.9 million agentic AI transactions per year, including 1.2 million automated payment postings, 1 million eligibility verifications, and 444,000 claim status checks, as well as claim scrubbing, denial categorization, and appeal drafting. Certified coders, accounts receivable specialists, denial negotiators, and credentialing teams handle the complex work in specialty pods.

“I look at AI as a force multiplier to improve outcomes.” – Thomas John, Founder and CEO, Plutus Health, in an interview with BreakingNewsABA (2026)

John said he does not view AI mainly as a way to cut headcount. Reducing staff produces finite savings, he said, while using AI to increase collections and compliance for clients is, in his framing, an opportunity with no ceiling. Over the past year, John said, the company has applied AI to prior authorization, credentialing, claim scrubbing, denial analysis, and appeals.

For John, the arrangement puts the risk on Plutus. “If we don’t deliver those outcomes, we don’t get paid,” he said.

AT A GLANCE

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