For years, faxes and paper-based workflows were the backbone of radiology operations. But for Chesapeake Medical Imaging (CMI), the tipping point came in 2020. With growing patient volumes, increasing payer requirements, and mounting competitive pressure, the team knew that relying on faxes and manual data entry simply wouldn’t cut it anymore.

In this article, we’ll break down how CMI made the shift to automation—partnering with ScriptSender and Infinx to digitize orders, streamline prior authorizations, and improve patient access. Along the way, we’ll share industry data that reinforces the urgency of this shift and why radiology practices nationwide are rethinking their reliance on faxes.

The Turning Point: Scaling Without Staffing Up

With volumes rising and competitors adopting digital platforms, CMI recognized the need to modernize. “We couldn’t just keep hiring more staff to keep up with prior auths,” said Tom Marshall, Chief Marketing and Business Development Officer. “We needed a better way.”

That better way came in the form of ScriptSender and Infinx. Together, they implemented a solution that:

  • Lets providers send orders digitally through a virtual printer
  • Automatically ingests the order into CMI’s RIS
  • Immediately checks whether prior auth is required
  • Sends the full payload to Infinx, which begins the prior auth process—instantly

The best part? No human intervention required.

40% of Orders Now Arrive Electronically—And That Number Is Growing

Since implementing ScriptSender and Infinx:

  • 40% of CMI’s orders are now received electronically
  • Prior auth requests have grown from 800 to 2,200/month
  • Staffing levels have remained flat

That last point is critical. According to the American Medical Association (AMA), physicians and staff spend nearly 14 hours per week on prior authorization tasks, with 40% of physicians reporting at least one staff member dedicated solely to prior auth. Automating this process doesn’t just save time—it helps practices like CMI avoid burnout, improve accuracy, and reallocate staff to higher-value work.

The Workflow: From EMR to Approved in Hours (Not Days)

Here’s how it works:

  1. A referring provider “prints” an order using ScriptSender.
  2. The order is digitized, structured, and sent directly into CMI’s RIS.
  3. ScriptSender verifies if a prior auth is needed and triggers the request via API to Infinx.
  4. Infinx handles the full prior authorization process automatically.
  5. The status and approval are sent back to the RIS in real-time.

The result? A process that used to take days now takes hours—or even minutes.

The Patient Wins, Too

Speed matters. Especially in competitive markets like Maryland. “Every time a script is written, the race is on,” said Marshall. “Patients have choices, and we want to be the first to get them scheduled.”

With automation:

  • Orders trigger patient scheduling calls immediately
  • Prior auth doesn’t delay appointments
  • Reports are sent to providers electronically, with status updates in real time

This has directly improved patient access and provider satisfaction—two key metrics in today’s value-based care environment.

Customization and Collaboration: Why It Worked

One major reason for CMI’s success? Flexibility. Both ScriptSender and Infinx offered tailored configurations—like web order disclaimers, protocol edits, and payer-specific rules—to match CMI’s exact workflow. “We didn’t have to rip and replace our RIS,” Stokes noted. “The platforms worked with what we already had.”

This collaborative approach isn’t just about software—it’s about support. “It’s been the same people from day one,” said Kristen. “Jason from ScriptSender, Stephanie from Infinx—we can text them on a Friday night if needed. That matters.”

Final Takeaway: Fax Machines Belong in a Museum

Manual processes are holding radiology back. CMI’s journey proves that automation isn’t just about efficiency—it’s about survival in a market where turnaround time and access are competitive advantages.

Whether you’re still buried in faxes or just starting to evaluate automation, now is the time to act.

As the saying goes: The best time to automate was yesterday. The second-best time is today.