Services

Advisory for healthcare growth decisions
that have to survive execution.

I work with CFOs, COOs, and strategy leaders when the decision involves capital, capacity, payer economics, partnerships, or operational follow-through. The output is a decision you can defend and an execution path your team can run.

What I Do

Growth Decision Support

I help leadership teams decide whether to move, where to invest, and what the decision requires. The work turns strategy into a defensible financial case with explicit assumptions, risks, and operating implications.

  • Business case and board model development
  • Capital need, cash flow, and return analysis
  • Scenario planning for volume, margin, and timing
  • Decision packages for boards, lenders, and investors
  • Operating assumptions tied to execution requirements

ASC, Capacity, and Site-of-Care Strategy

I support expansion decisions where capacity, physicians, reimbursement, governance, and operations all have to fit. That includes ASC development, off-campus strategy, beds, ORs, partnerships, and the economics behind each path.

  • ASC and facility feasibility analysis
  • OR, bed, and service-line capacity planning
  • Physician and health system partnership structures
  • Volume, staffing, and throughput assumptions
  • Governance and operating model pressure-testing

Payer, Margin, and Operating Economics

I help teams see what is driving performance and what has to change. The work connects reimbursement, volume, cost structure, revenue cycle, and operating behavior so the growth plan is built on real economics.

  • Payer reimbursement benchmarking
  • Contract economics and renegotiation support
  • Margin bridge and cost structure analysis
  • Revenue cycle and yield improvement analysis
  • Operating KPI design tied to financial outcomes

Execution Support for Complex Initiatives

After the decision, I help translate the model into work the organization can run. That means sequencing the initiative, tracking the economics, clarifying ownership, and keeping leadership focused on the decisions that matter.

  • Execution roadmap and milestone design
  • Leadership reporting and decision cadence
  • Capital, operations, and technology workstream alignment
  • Risk tracking against the original business case
  • Support for large implementations and transformation efforts

When to Call

Bring me in when the decision is material:

  • The organization is weighing a facility, ASC, service-line, or market expansion

  • The board or investment committee needs a sharper business case before approving capital

  • Capacity is constrained, but the economics of adding beds, ORs, or sites are not clear

  • Payer reimbursement, margin, or revenue yield is limiting growth

  • A partnership or joint venture needs financial, governance, and operating structure

  • A major initiative has been approved and now needs disciplined follow-through

How I Work

From decision to execution.

01

Frame the Decision

I clarify the decision, the approval audience, the constraints, and the assumptions that will determine whether the move works.

02

Build the Case

I build the financial, operating, payer, and capacity analysis needed to compare paths, expose risk, and define what execution will require.

03

Drive Follow-Through

Where useful, I stay involved after approval to keep the work tied to the economics, timeline, ownership, and operating milestones.

Have a healthcare growth decision
that needs a defensible answer?

If you are evaluating capital, capacity, site-of-care strategy, payer economics, partnerships, or execution risk, we can pressure-test the decision and define what has to happen next.

Discuss the Decision