Findings from the unit. Plans that survive the schedule.
Healthcare consulting has a credibility problem, and it is earned. Too many engagements produce a well-researched document describing an organization the client does not recognize. This page describes how we try to be different, specifically enough that you can hold us to it.
Six commitments.
Not values. Commitments — the kind you can raise in a steering committee when we are not meeting them.
We work where the work happens
Our consultants have run units, departments and buildings. Findings come from observation on nights and weekends, not from a conference room and a data extract.
The plan has to survive the schedule
Any recommendation that assumes staffing you do not have is not a recommendation. We build against the constraint, not around it.
Method transfer, not dependency
We are explicit about what we are teaching your team and when we intend to leave. A firm that becomes permanent has usually failed at something.
Adverse findings get reported
We tell you what we found, including the parts that are uncomfortable and the parts that implicate the person who hired us. That is the entire value of an outside perspective.
No unearned claims
We do not publish client logos we have not been given permission to use, results we cannot substantiate, or credentials we do not hold. Industry figures are labeled as industry figures.
Priced to the outcome, not the hours
Fixed-fee scopes wherever the work can be defined. When it cannot, we cap it and tell you before we approach the cap.
Three ways in, each with a defined end.
Diagnostic2–4 weeks
A focused assessment with a written finding and a ranked set of actions. Fixed fee, defined scope. Most relationships start here because it is a low-risk way to find out whether we are useful.
Sprint8–16 weeks
A defined improvement engagement against a named target — throughput, denials, turnover, survey readiness. We work alongside your team rather than around them, and we transfer the method as we go.
Embedded6–18 months
Interim leadership or sustained transformation support. Our leader carries real accountability in your operating structure, with a written mandate and measurable commitments.
Two to four weeks, and you own the output either way.
The diagnostic is deliberately small. It is how both sides find out whether the relationship is worth continuing before anyone is committed to a long engagement.
Scope
A written scope naming the question, the access we need, the deliverable, the timeline and the fixed fee. Signed before we start.
Observe
Time on the unit, in the OR, on the floor — including off-shift. Interviews with the people doing the work, not only the people reporting on it. Data pulled to test what we saw.
Synthesize
Findings ranked by size and feasibility, each with an identified mechanism. Where we are uncertain, we say so and describe what would resolve it.
Hand over
A working session with your leadership, a written report, and an action list with named owners. Yours to execute with or without us.
The short list.
Being clear about this early saves everyone a difficult conversation later.
- Present a finding we have not verified on site
- Recommend a staffing model your census and labor market cannot support
- Suppress an adverse finding because it implicates the person who engaged us
- Publish your name, logo or results without written permission
- Take contingency or outcome-based compensation in litigation support work
- Accept an engagement where we hold a conflict we cannot cleanly screen
- Stay longer than the work requires
How engagements actually run.
Most begin with a short diagnostic — two to four weeks, fixed fee, a written finding and a ranked set of actions. It is a low-risk way for both sides to find out whether we are useful before anyone commits to a long engagement.
We work with critical access hospitals and multi-hospital systems, single buildings and post-acute portfolios, and everything between. The diagnostic scales down; the operating principles do not change.
Our consultants come from operating roles — nursing leadership, hospital and department operations, quality, revenue cycle and post-acute administration. We staff engagements with people who have held the accountability we are advising on.
Large firms staff engagements with analysts and supervise them from a distance. Our engagements are staffed by the people who show up. That is a real constraint on how much work we take, and it is deliberate.
Yes. Interim and embedded leadership is a core service line. Our leaders carry real accountability inside your operating structure, with a written mandate and measurable commitments rather than an observer role.
Fixed fee wherever scope can be defined, which is most of the time. Where it cannot, we work to a capped estimate and tell you before we approach the cap. We do not use contingency or outcome-based compensation in litigation support work.
Every engagement runs a conflict screen before work begins, and every consultant is bound by written confidentiality obligations. In litigation support we maintain a formal conflict register covering each reviewer's current and prior employers, facilities and clinical colleagues.
Only with written permission. We do not publish logos, case studies or results we cannot substantiate, and we label industry figures as industry figures rather than implying they are ours.
Start with a conversation, not a proposal.
Tell us what is happening. If we are the right help we will say so, and if we are not we will tell you that too — usually in the first call.