Why ARCLYFT
DME/O&P Decisions Need More Than a Directory and a Fee Schedule
Knowing who is listed, what a code describes or what a contract pays is only part of the picture. ARCLYFT connects California market evidence with clinical and operating experience to help organizations understand their options—and act on them.
The Challenge—and the Opportunity
DME/O&P decisions in California cross lines of business, delegated arrangements, very different product categories and a large, varied geography. Four gaps are worth examining before a decision is made.
A listing is not usable service information
A listed provider does not, by itself, establish current operations, category capabilities, geographic service reach or available capacity.
Opportunity: more focused vendor comparison and diligence.
Read: A Provider Listing Does Not Explain the Service Model →
A code and a price are not the product
A billing code is not a complete account of product attributes, fitting, delivery or follow-up—so two items with the same code may not be the same purchase.
Opportunity: better-defined comparisons and clearer expectations.
Read: A Billing Code Is Not a Product Strategy →
Responsibilities cross organizations
Coverage, authorization, referral, network and payment questions may sit with different organizations—a health plan, a medical group or IPA, an MSO or a vendor. A contract label does not settle who actually does the work.
Opportunity: clarify the work and the handoffs rather than assume responsibility from a label.
Read: Coverage, Coding and Payment Are Different Questions →
A claim is the end of a pathway
Decisions about the order, referral, product, fitting and documentation come before a claim is submitted, and adjustment and follow-up continue after it.
Opportunity: examine the pathway, not just a rate or an isolated utilization figure.
Read: Spine Bracing—The Decisions Behind the Claim →
Why California context matters. Medicare, Medicare Advantage, Medi-Cal and commercial lines of business apply different coverage rules and payment references; delegated arrangements spread responsibility across organizations; and each category, from home oxygen to prosthetics, operates differently across the state’s regions.
What Makes ARCLYFT Different
Clinical and operating experience
ARCLYFT is led by Spencer Doty, MBA, CPO, who brings more than 20 years of DME/O&P experience spanning patient care, operations and executive leadership. That experience shapes how we frame a question, test an assumption and turn findings into practical options. About ARCLYFT →
California-focused market knowledge
Our provider-market research is focused on California. Depth varies by category, and we say so; manufacturer research, federal policy sources and applied expertise are broader in relevance.
Proprietary market intelligence, applied to your question
ARCLYFT™ DME/O&P Market Intelligence is organized in four domains: Vendor Data & Insights; Manufacturers, Products & Formulary; Coverage, Coding & Reimbursement; and Industry Practices & Applied Expertise. Its value lies in what it produces—comparisons, assessments and recommendations shaped to a specific decision. About ARCLYFT™ Market Intelligence →
How Our Intelligence Becomes Useful Work
Our proprietary market intelligence combines structured market evidence, analytical frameworks and applied DME/O&P experience. We connect that foundation with your question and, where appropriate and authorized, your organization’s information to develop comparisons, recommendations and defined work products.
Market evidence + applied expertise → client-specific analysis → defined deliverables and support
Clients engage ARCLYFT for analysis, guidance and deliverables—not access to a public database.
Objectives We Work Toward
ARCLYFT’s work is directed at three objectives. They describe what the work is intended to support—not measured or guaranteed results.
Spend: better-informed network, product, reimbursement and utilization decisions, and a clearer understanding of the services being purchased.
Member Outcomes: attention to appropriate service pathways, category expertise, continuity and follow-up—not solely the item on a claim.
Payer Experience: clearer responsibilities, better-aligned information and less avoidable administrative friction for the organizations managing payment and delivery.
What the Work Looks Like
A comparative vendor brief for a category and region
A network assessment that separates organization-level facts from location-level evidence
A product or category decision brief
A reimbursement-options analysis ahead of a negotiation or renewal
A referral and workflow review
An ongoing strategic workplan across agreed priorities
ARCLYFT™ Explore applies existing knowledge to one focused question. ARCLYFT™ Select delivers a scoped project with agreed deliverables. ARCLYFT™ Complete is an ongoing, defined-term partnership. Deliverables depend on the engagement and its agreed scope; not every example above is part of every engagement. The ARCLYFT™ Vendor Report is available within an engagement or as a standalone report; the ARCLYFT™ Manufacturer Report is in development. Explore, Select and Complete →
Find Your Context
For your organization
For your team
These pages describe typical questions and illustrative work. They do not describe or imply specific client relationships.
Start With the Decision in Front of You
Bring one focused question to ARCLYFT™ Explore, commission a scoped Select project, or begin with a brief complimentary conversation.
Request a Complimentary Introductory Conversation →
Not sure where to start? An optional, complimentary introductory conversation can help identify the right fit. ARCLYFT™ Explore, Select and Complete are paid engagements, with scope confirmed before work begins.