Six service lines.
One operating partner.

Most independent practices are leaving six figures on the table because they're not credentialed with the dominant payers in their zip codes. They don't know their payer mix is misaligned because no one has ever shown them the data.

We pull CMS enrollment data, NPI registries, and census demographics for every zip code in the practice's trade area. We map which carriers are dominant, which the practice is credentialed with, and where the gaps are. Then we build a credentialing and panel optimization strategy that captures the revenue the practice is currently routing to competitors.

The assessment alone typically identifies $150K–$400K in unrealized annual revenue for a 3–5 provider group. The 12-month Growth Engine engagement executes the strategy: credentialing applications, payer contract negotiations, panel composition monitoring, and quarterly re-analysis as the market shifts.

Data sources: CMS provider enrollment, NPI registry, commercial payer directories, census demographics, practice management system data.

Full turn-key RPM program management — not software, not devices, a complete clinical operation. We manage the entire lifecycle: patient panel analysis, eligibility verification, enrollment, device deployment, daily clinical monitoring, escalation protocols, billing optimization, and payer reporting.

Your practice focuses on patient care. Your physicians review alerts and maintain clinical oversight. Everything else — the infrastructure, the compliance, the documentation, the billing — runs through our care coordination team backed by an AI-powered clinical intelligence platform.

CMS RPM/RTM spending exceeded $910M in 2024 with approximately 10% rate increases for 2026. The reimbursement playbook mirrors the EHR transition: incentivize early adoption, reward infrastructure, penalize inaction. Practices building RPM programs now gain a compounding advantage that late movers cannot replicate.

Programs supported: RPM, RTM, CCM, BHI, APCM, PCM, TCM — five or more stackable programs per patient for practices that qualify.

For healthcare organizations pursuing growth through acquisition, recapitalization, or strategic partnership — and for those positioning themselves as attractive acquisition targets. We build the analytical infrastructure that institutional capital expects to see.

M&A for strategics seeking to expand through acquisition requires more than a broker. It requires focused acquisition campaigning: identifying targets that fit the thesis, building the financial models that justify the investment, conducting operational diligence that surfaces risk before the LOI, and structuring the narrative for investors and lenders.

For practices exploring recapitalization — bringing in growth capital without full exit — we prepare the business the way a sophisticated capital partner expects to find it. Clean financials, specific deployment plans, market data supporting the expansion thesis, and a clear path to return on invested capital.

The M&A process itself frequently reveals operational gaps — revenue cycle inefficiency, payer mix misalignment, staffing model dysfunction — that should be addressed before or alongside a transaction. We surface these proactively rather than letting a counterparty's diligence team discover them.

When a PE firm acquires a healthcare platform or practice group, the standard financial diligence misses the operational picture. We provide the healthcare-specific operational due diligence layer: payer contract analysis, reimbursement risk assessment, staffing model evaluation, revenue cycle integrity, compliance posture, and digital maturity scoring.

We apply the same Friction Coefficient methodology from our Digital Transformation framework — measuring the target's operational leverage and quantifying the transformation opportunity. The coefficient becomes a key input to the investment thesis, demonstrating that EBITDA expansion is achievable beyond traditional cost-cutting.

Post-acquisition, the ODD findings convert directly into a value creation execution plan. Quarterly performance reviews align with PE reporting cycles. The language is ROI, payback periods, and EBITDA attribution — the metrics investment committees expect.

Landlords and developers with medical office buildings need healthcare tenants. Healthcare practices looking to expand need the right space in the right trade area. We sit in the middle with data that neither side typically has.

Our Medical RE Gap Analysis identifies specialty shortages by property trade area — using CMS provider data, census demographics, and NPI registries to determine which medical specialties are underserved within a given radius. This turns a vacancy into a targeted recruitment campaign rather than a generic listing.

For practices evaluating expansion, we provide the same demographic and competitive intelligence in reverse: which locations have favorable payer mix, underserved patient populations, proximity to complementary services, and landlords offering competitive tenant improvement allowances.

For practices with identifiable operational dysfunction — revenue cycle leaks, staffing model imbalances, workflow bottlenecks, technology debt, or leadership transitions — that need structured intervention rather than another software subscription.

We operate as a fractional COO: diagnosing operational gaps, building the fix, implementing it, and measuring the results. The engagement is scoped to the problem, not padded with unnecessary deliverables. If the issue is revenue cycle, we fix revenue cycle. If it's a staffing model that can't scale, we redesign the staffing model.

Management consulting is frequently the engagement that surfaces after another service line opens the door. An insurance alignment assessment reveals workflow chaos beyond payer mix. An RPM onboarding exposes care coordination gaps. A PE ODD report identifies operational dysfunction that needs a hands-on fix. The consulting engagement addresses what the data uncovered.