Seventeen locations on two different RIS. The project is to run one.
Radiology Imaging Associates reads more than 600,000 studies a year across 17 locations in Florida and the US Virgin Islands, on two separate RIS platforms and a stack of point solutions. This is the consolidation, and why a group that wants to be first in line picked the platform it did.
Radiology Imaging Associates
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“We chose AbbaDox a lot for just… technology is fantastic. They offer something that a lot of systems don’t: very forward-thinking. And our company is very forward-thinking. So just for the technology and the security aspect, something that we need with our company, that was a big reason that pointed us towards AbbaDox.”
“It’s just really bringing in that technology that we need as a growing company, to enable us to do our jobs a little bit better as we get busier. We need the technology to be able to keep up with us.”
“From our registrars to our techs, everybody needs that streamlined workflow. And AbbaDox is able to offer us that in that package all in one, to bring everything into one cohesive system.”
“In some of the past systems that we’ve worked with, just for referring offices to go in and order online is a task. But with AbbaDox it’s very straightforward, to the point, and I think it’s going to enable these offices to input those and clear up our fax lines, and switch to a more digital, streamlined way of doing things.”
“We’re trying to be a forerunner in radiology. We’re not trying to stay behind and do what companies are currently doing or have done in the past. We’re trying to think forward.”
A group that would rather be early than safe.
Matt Stephens runs business development, so the referral pipeline is his. Jon Houghton, the group’s CIO, owns the consolidation itself.
“They offer something that a lot of systems don’t: very forward-thinking. And our company is very forward-thinking. So just for the technology and the security aspect, that was a big reason that pointed us towards AbbaDox.”
“It’s just really bringing in that technology that we need as a growing company. We need the technology to be able to keep up with us.”
“In some of the past systems that we’ve worked with, just for referring offices to go in and order online is a task. But with AbbaDox it’s very straightforward, to the point, and I think it’s going to clear up our fax lines.”
“We’re trying to be a forerunner in radiology. We’re not trying to stay behind and do what companies are currently doing or have done in the past.”
“Our journey towards modern patient engagement has been hindered by reliance on outdated systems requiring third-party add-ons, leading to operational bottlenecks and technological setbacks.”
“The consolidation from two disparate RIS systems to a centralized AbbaDox platform marks a pivotal shift in our operational strategy. This move is not merely an upgrade but a transformation.”
one platform
being replaced
across the group
Seventeen locations, and no single version of anything
Radiology Imaging Associates operates 17 locations across Florida and the US Virgin Islands and reads more than 600,000 studies a year. Until this project it ran that on two separate RIS platforms, with third-party add-ons filling the gaps each one left.
Jon Houghton, the group’s CIO, is direct about where that leads: a journey towards modern patient engagement held up by systems that needed bolting together, and the operational bottlenecks that follow. Two platforms means two ways to schedule, two sets of habits, two versions of what a referring office is asked to do, and no single place to see the group.
- 17 locations, Florida and the US Virgin Islands
- More than 600,000 studies a year
- Two separate RIS platforms, plus point solutions
- Third-party add-ons covering the gaps in each
Chosen for the technology, and for the security
Matt Stephens is candid that the decision was not about price or feature counts. The group describes itself as forward-thinking and wanted a platform that was the same, something offering what a lot of systems do not. He names security in the same breath as the technology, which is not where most imaging groups start.
The second half of his reasoning is about pace rather than capability: a growing company needs technology that can keep up with it. And it needs to work the same way for everyone. His phrase is from registrars to technologists, everybody needs that streamlined workflow, in one cohesive system rather than several joined at the edges.
- Forward-thinking technology, in their own words
- Security named alongside capability
- Technology that keeps pace with the group’s growth
- One cohesive system from registrars to technologists
“This move is not merely an upgrade but a transformation, ensuring streamlined workflows, enhanced stability, and a future-proof foundation.”
Radiology Imaging Associates
Make it easy for the referring office, or lose the order
Business development in radiology means referral relationships, so the referrer portal is the part of this he lives in. His complaint about previous systems is specific and, for anyone who has watched a referring office give up and reach for the fax machine, familiar: ordering online was a task. Not impossible. A task. Which is enough.
His expectation is that a straightforward online order does two things at once: it gets the order in cleanly, and it clears the fax lines that exist only because the alternative was worse. On the patient side, the same logic points at self-scheduling from the group’s own website, so the phone is not the only route in. He is careful to say this is where they are heading, not where they have arrived.
- A referrer portal that does not punish the referring office
- Online ordering described as straightforward, not merely possible
- Fax lines cleared as a consequence, not a project
- Patients scheduling themselves through the group’s website
- Breast and lung health workflows, and AI follow-up recommendations, in scope
What they want from a vendor
Asked whether this is a vendor or a partner, Matt Stephens answers by describing both companies as growing at the same time, and treats that as the useful part: they can say what they need, and expect it to reach the roadmap rather than a support queue.
Worth noting where the introduction came from. The partnership release says RIA was inspired by Lake Medical Imaging’s implementation, another independent practice on this site, which cleared a 16,000-patient scheduling backlog. A reference from a peer is how most of these decisions actually get made.
- Needs communicated to a roadmap, not a ticket queue
- Both organizations scaling at the same time
- The introduction came via another customer’s implementation
- A consolidation still underway, by their own account
What the consolidation is for
studies a year, on
one system
Running more than
one RIS?
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Practices like this one
All client stories →Other groups that consolidated what they were running.
The implementation RIA cites as the reason it came looking.
A network that standardized how every site schedules, reports and follows up.
A growing group that needed the same workflow to hold at every new site.