People First, Always: A Conversation with Tara Dufrene, VP of Client Engagement

Payment Integrity, Partnership and Purpose: Q&A with Tara Dufrene

Amanda Bair: What would people be surprised to learn about you?

Tara Dufrene: Maybe that I’m a bit of a control freak. People see me as pretty easygoing, but the truth is I like to know what’s going on and make sure things turn out well.

I think it comes from caring deeply about the outcome of whatever I’m responsible for. If I’m not involved, I worry the result won’t be as good as it could be. Of course, that’s not always true—other people often have better ideas than I do—but it’s just how I’m wired.

That’s actually why I started doing glass art as a hobby. It forces me to let go a little. In glasswork there’s a saying: “kiln happens.” Once the glass goes into the kiln, you have no control over what happens next. It might look better than you expected—or it might crack, slide, or change color completely.

So it’s been a good reminder that things don’t always have to be perfect to be beautiful.

AB: When you think back to your first role in healthcare claims, what did you think the job would be—and how wrong were you?

TD: When I started, the industry looked completely different. Our systems were basically green screens, and most of the work was still manual. Claims were filed on paper. Patient information lived in big folders. We literally had long metal trays with patient cards that you flipped through.

And back then, benefits were simpler. Most plans were just 80/20 coverage, so claims were either right or wrong. There wasn’t much arguing with the insurance company. Everyone understood deductibles and out-of-pocket costs.

But then plans started getting more complex. New benefit structures came in, services were carved out, and suddenly there were far more variables. That’s when it became clear that the industry needed more structure and oversight around how claims were processed and paid.

What started as fairly straightforward work quickly turned into something much bigger.

AB: What originally pulled you into payment integrity?

TD: Honestly, it started with my mom. She worked in healthcare operations long before payment integrity was even a defined field. Her job was essentially making sure claims were handled accurately from start to finish—for the patient, the provider, and the payer.

Watching her work shaped how I think about healthcare. I saw how confusing billing could be for patients, and how stressful those situations could become.

At the end of the day, payment integrity isn’t just about numbers. It can make or break someone’s healthcare experience. Imagine telling a patient they owe $45,000 when the real responsibility should be $200. Those kinds of errors have huge consequences.

So for me, the motivation has always been making sure the process works correctly for everyone involved.

AB: You’ve worked with payment integrity leaders at every stage—from brand-new teams to highly mature operations. What separates the ones who truly get value from their technology platforms?

TD: It usually comes down to how leaders approach their overall strategy.

When I talk with clients, I listen carefully—not just to what they say, but also to what they don’t say. Sometimes the gaps tell you more than the words do. A leader might describe what they want to accomplish, but the approach they’re outlining won’t actually get them there.

The leaders who see the most value from technology are thinking beyond one small problem they want to solve. They’re looking at payment integrity as an enterprise strategy.

A lot of organizations are still very siloed. The data mining team might not know what internal audit is doing. Clinical review may be operating separately from recovery teams. In some cases, entire divisions barely communicate.

When leaders step back and think about how all those functions connect—and how technology supports the broader strategy—that’s when things really start to click.

AB: When you begin working with a new client, what are you listening for in those early conversations?

TD: There are a few keywords that usually tell me a lot: recovery, savings, cost containment—and especially data.

When clients talk about data and how they plan to use it, that usually signals they have a strong understanding of payment integrity. They know that information drives decisions.

If those concepts aren’t part of the conversation yet, then we may need to start at a more foundational level. Because without data, it’s incredibly difficult to run an effective payment integrity program.

Data tells you where the problems are, where the opportunities are, and where your teams should focus their efforts.

AB: Payment integrity has evolved dramatically—from manual processes to fragmented point solutions to enterprise platforms. What do leaders sometimes underestimate about making that shift? 

TD: Two big things: technology and change management.

Sometimes organizations underestimate how important a unified platform really is. Without it, you can end up with different departments chasing the same dollars without realizing it. Teams step on each other’s toes because they don’t have visibility into what others are doing.

But even if you implement the right technology, that alone won’t fix everything. You also have to break down the silos between teams. If everyone is still operating independently with their own goals, you’ll never reach the level of efficiency you’re aiming for.

And of course, change is hard. People get comfortable with the way things work. Moving toward a more integrated approach requires leadership, communication, and a clear strategy.

Technology is a powerful tool—but only when it’s part of a bigger plan.

AB: Your clients consistently describe you as empathetic and supportive. How would you describe your approach to helping them succeed? 

TD: For me, it starts with investing in people.

Payment integrity is a tough space. Expectations are high, resources are often limited, and leaders are under constant pressure to deliver results. So, I try to put myself in their shoes.

If there’s something we can do—through our technology, our team, or our partnership—that helps them sleep better at night, that matters.

I believe strongly in what we do as a company, and I try to bring that belief into every client relationship. We’re not perfect. Things break sometimes. But when clients trust that you’re going to do everything you can to help them succeed, that relationship becomes much stronger.

At the end of the day, people do business with people they trust.

Conclusion

After decades in the industry, Tara has seen payment integrity evolve from paper files and manual processes to complex, enterprise-wide strategies powered by data and technology. But for her, the core mission hasn’t changed.

It’s still about helping people—patients navigating the healthcare system, and the leaders responsible for making that system work.

And while technology continues to transform payment integrity, Tara believes the most important element remains the same: strong relationships built on honesty, transparency, and a shared commitment to doing the work the right way.