Texas home healthcare provider improves close processes, operational visibility, and financial analysis while operating in a highly cost-constrained healthcare environment. They have been helping their patients live independently from the comfort of their own home for nearly 40 years.
Caprock Home Health Services is the largest family-owned home healthcare agency in Texas, providing nursing, therapy, attendant care, and remote patient monitoring services across 11 locations and more than 2,000 employees. It has been in business for 42 years.
The organization operates in a tightly cost-constrained environment where reimbursement rates for clinical services are set by government programs and insurance providers, and rarely keep up with market dynamics and other variables like inflation. So, when labor costs rise and cost-of-living pressure builds across a workforce where frontline care attendants number between 1,200 and 1,500 people, the only lever available is operational efficiency.
"We know what we're getting," Hilary Martinez, CFO of Caprock, says. "And we kind of have to work backwards."
Before Sage Intacct, the finance function wasn't built for that kind of precision. Running on Sage 300, modules operated with limited communication between them—reconciliation gaps that accumulated quietly and surfaced as cleanup work at month-end. Close processes that should have taken days stretched into weeks and sometimes months. A team of six people, including clerks handling data entry without accounting context, were managing 11 locations across multiple service lines.
"Whenever we had clerks entering information, because they didn't have the concept of what was actually going to be done with those numbers, they would do things incorrectly," Hilary says. "So you'd have a whole month of cleanup—reclassifying, correcting."
The operational shift with Sage Intacct was structural. Whereas Sage 300 allowed teams to continue processing even when accounts didn’t reconcile, Sage Intacct now enforces balance at every step—nothing moves forward until the numbers tie.
"With [Sage] Intacct, it doesn't let you move forward if both of those don't tie completely," Hilary says. "Each module is talking so that all of your ledgers and subledgers are always going to balance."
The result is a significant reduction in manual reconciliation and reclassification work, and a close process that now completes in approximately five days from the point when reports are run—down from weeks or even months.
The finance team is now four people instead of six, not through capability reductions, but via upskilling the composition of the team. Accountants capable of handling AP, AR, payroll, and month-end responsibilities replaced clerks, and these roles bring the judgment and accounting know-how to catch errors in real-time rather than discover them in the cleanup.
"We actually just have a staff of accountants rather than accountants and clerks," Hilary says.
Combined with process efficiencies, Caprock estimates Sage Intacct has directly contributed to approximately $60,000–$80,000 in annual savings. For Hilary, however, the more important question is always what to do with those savings.
"Doing more with less is vital for us to be successful in this business."
Hilary Martinez
CFO
In a fixed-reimbursement healthcare environment where the organization can't control its revenue, every dollar of operational efficiency is a dollar that can be redirected toward the people and services that improve the health of their patients.
For Caprock, that means two things.
First, investing in higher-level finance talent—people who can do analysis and strategic thinking, not just data entry. Second, and more significantly, raising the wages of Caprock's attendants—the 1,200 to 1,500 frontline care workers who go into patients' homes every day to assist with daily activities, personal care, and independent living.
The attendant raise isn't just a passive redistribution of savings. It's an active decision Hilary and a colleague made through financial analysis and modeling the cost of an increase across the full attendant workforce, stress-testing the margin impact, and making the case to leadership.
"We actually increased [wages] quite a bit," Hilary says. "And so far it's turned out well. I'm not just hoping we sustain it—I'm hopeful it's not the last of it."
Caprock is also investing savings into better patient-facing technology and building the case for the subsystems to support the next stage of operational improvements. "We've been able to invest in increasing raises for attendants and putting more towards technology that actually produces revenue," Hilary says.
The efficiency gains changed what Caprock's finance team does day to day. Operational leaders across Caprock's 11 locations now meet regularly with finance to review performance, discuss trends, and work through business decisions in real time rather than receiving a spreadsheet and being left to interpret it alone.
This shift reflects how Hilary has always operated. She joined Caprock as payroll manager, asked questions nobody had asked before, pushed for better processes, and worked her way into the CFO role by doing the job before she had the title. The instinct to see beyond the immediate task toward the bigger picture is what has defined her tenure—and what she now works to develop in the team around her.
"Rather than just becoming an accounting department that reports past numbers, we're starting to step into actually being a finance department," Hilary says.
Hilary's boss describes the current accounting team as the most efficient Caprock has had in its 42-year history. Hilary is clear about what made it possible: the right technology gives people the space to do work that actually matters.
"We've been able to invest in increasing raises for attendants and putting more towards technology that actually produces revenue."
Hilary Martinez
CFO
AP automation is next on Caprock's Sage Intacct roadmap—AI-supported invoice processing that will free the AP accountant from manual data entry and allow for the variance analysis and cash flow oversight that currently competes with volume for her attention.
"We get hundreds of invoices daily," Hilary says. "To remember what this location, what this client, what the rate is—it's impossible for just one person to do. AP automation is going to be a game changer."
For a CFO working backwards from a fixed number, this is what progress looks like: not necessarily more revenue, but more of what the revenue makes possible.
