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A stretched admin couldn't keep pace as Halo spread across Envision Radiology. A dedicated Technical Account Manager changed that, with more progress in five months than before, and the value already paid for itself.
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Envision Radiology, a US medical imaging provider marking its 25th anniversary this year, runs its entire business on Halo, twelve departments from IT and HR to billing and revenue cycle, supporting over 200 agents and around 9,000 users. As that footprint grew, a dedicated Technical Account Manager became central to how Envision keeps building on the platform.
Halo caught on at Envision faster than the team could keep pace with. As more departments came aboard and asked for new processes and workflows, the work of building and maintaining it fell largely to one administrator. For a while a second admin helped drive things forward, but when they moved on internally it became a single pair of hands again, against demand that kept climbing.
The constraint wasn't the platform, it was time and depth. There were areas of the system the team hadn't had the chance to learn properly, and ideas from across the business that there was no capacity to build. The appetite was there; the hours weren't.
Since the demand for Halo is so high, it became overwhelming to meet the needs.
Envision's first taste of what dedicated support could do came through a large HR request at the start of 2025: simplifying how signatures were gathered from remote employees. It was the kind of job that had been manual and piecemeal, chasing people for signatures, collecting the right information, and stitching it together by hand. Working with a TAM, the team built a process that carries the whole thing through its steps automatically, obtaining the signatures and gathering the data as it goes, so HR only touches it at the very start, to kick it off, and at the very end, where the finished document prints out. That one project made the case internally, and Envision put a TAM into the following year's budget for weekly, one-to-one support.
Reporting followed. The old system had none to speak of, any report meant a third-party tool and SQL queries, so building it into Halo properly was a step change, and the TAM built out the reports each department needed. The bigger value, though, is having someone who knows the system, and Envision's own setup within it, in a way a stretched internal admin doesn't have time to. When Envision knows something should be possible because of how their instance was built, the answer is how to do it, not that it can't be done. In newer areas such as AI, where the team has less depth, the TAM does the work alongside them rather than it waiting.
It also gives the admin their time back, to work with other departments on what they want to build rather than only keeping up with requests. And with new Halo features arriving regularly, the TAM helps Envision judge which ones are worth taking on and where they fit. The TAM has paid for itself well inside its term, and is now part of how Envision continues to develop the platform.
I've made more progress in the last five months than before, and the value has already paid for itself.
