Part 2: In Their Own Words – One RCM Leader’s Honest Take on Being Rebadged

You’ve heard the theory. Now, let’s talk about reality.

If you’ve worked in healthcare revenue cycle management (RCM) for any length of time, you’ve probably heard the word “rebadging”—and maybe flinched a little. The concept carries baggage. It’s often seen as a corporate maneuver that leaves long-time employees in the lurch.

But what if the story played out differently?

This is the firsthand experience of Sarah Brain, a 30-year veteran in RCM who served as Director of Revenue Cycle Services at Hancock Health. When she learned her department was being rebadged—transitioning from Hancock employees to team members under Revology—she had every reason to be skeptical. What happened next surprised even her.

The Moment It All Changed (And the Weekend Spiral That Followed)

The initial news came on a Friday. 

“I had a lot of emotions. It was a surprise. I thought I was gonna retire as a Hancock employee. . . . So it was a shock. We had a lot of questions. What does this mean?”

Then came the weekend spiral. Sarah describes running through every stage of grief– shock, fear, denial and more.

“I went through every emotion you could possibly go through. But by Monday, I finally got myself up on top and looking forward to a new challenge. I knew I had to be a cheerleader.”

Despite her personal uncertainty, Sarah returned to work committed to helping her team navigate the unknown.

 

The Transition: Support, Structure, and New Screens

Once the announcement was public, things moved fast. Communication came quickly and often, and Revology staff were on the ground almost immediately.

“The Revology staff made us feel at home. They felt like we were a big part of their team already and made us feel very welcome.” 

“Right away I was able to ask questions of anyone. We met with the HR team the day it was announced and Revologists were onsite and were very forthcoming and answering questions and making us feel safe and secure. I don’t think we could have asked for it to be any better.”

And there were tangible perks.

“We got new laptops and multiple screens, and IT helped us set everything up. The tools were better. The support was stronger. And the welcome was genuine.”

 

“This Would’ve Never Happened Before”: Team Dynamics, Post-Rebadge

Several months into the transition, Sarah saw something she hadn’t anticipated but had hoped for. Energy. Collaboration. Fun.

“The camaraderie is incredible. I talk to teams across the organization I never interacted with before. It feels like we’re part of something bigger now.”

“Honestly? It’s been fun.”

The environment, she says, is more connected and less siloed than what she had grown used to over decades.

 

Trust, Transition, and a Culture That Clicked

It wasn’t just the tools or training that made a difference—it was the tone.

“We always understood the expectations. Our team has stepped up, and it’s been a great experience. I couldn’t have asked for it to be any better.”

Sarah’s story doesn’t sugarcoat the fear that comes with big change. But it also doesn’t dwell there. Instead, it reveals what rebadging can look like when it’s done with people in mind and executed with care.

Coming next: In part three, we’ll step back and look at the strategic picture. Is rebadging just a staffing move—or is it part of a longer-term growth strategy?