Each case shows the real problem, our intervention, and the impact achieved.
Growth Plan for a Center of Health Professionals
A center of health professionals nearly doubled its demand in seven months, but its decisions still followed the informal rhythm of a team of three.
A governance model with decision rules, owners and deadlines, and a six-front plan to grow by using existing capacity first.
We identified six structural tension points and designed the governance model, decision thresholds and a phased roadmap.
Patient Care Process Design for an Outpatient Specialty Center
An outpatient specialty center grew by referral, but patients entered through uncoordinated channels and loyalty depended on individual professionals, not on the process.
A care model with formalized channels, graduated response targets and a single patient record, plus a system so clinical judgment does not depend on one specialist.
We prioritized 8 service gaps and designed four linked deliverables: patient care, clinical knowledge management and continuous improvement.
Profitability and pricing analysis for a pediatric specialty practice
A pediatric practice set its prices without data: it did not know which patients sustained its income or what each session was really worth.
The analysis showed where income is concentrated and what each type of patient contributes, and set the break-even threshold for a price adjustment.
We rebuilt collections by patient and month, measured income concentration, modeled a pricing scenario and designed a patient record.
Risk and opportunity diagnostic for a children's healthcare center
A children's healthcare center, with loyal families and growing demand, was scaling without structure: unranked risks, unprioritized opportunities and reactive decisions.
The diagnostic ranked 10 risks and 10 opportunities in two matrices and set a 3-, 6- and 12-month plan that led to seven design deliverables.
Eight interviews, a self-assessment and 55 dimensions evaluated across six components, with risk and opportunity matrices and an uncertainty map.
Positioning and Management Diagnostic for a Family-Run Food Service Business
A family-run food service business with a strong setting could not pin down why customers should choose it. Management had declared its value proposition, but it had never been tested with customers.
A 55-dimension diagnostic that identified the positioning gap, prioritized risks and opportunities, and delimited four decisions that require further information.
We conducted 6 interviews, a 70-question self-assessment and an assessment of 55 dimensions across 6 components, with a heat map and risk and opportunity matrices.
Organizational strengthening and operational coordination in a healthcare services company
After months of staff departures, most of the team was new. According to management, complete job descriptions were missing and decisions rested on very few people.
A diagnostic that measured organizational structure and set four priorities: roles and authority, reliance on key people, coordination across sites, and annual objectives.
Five individual interviews, a workshop with seven members of the operating team, and 70 items assessed across six components of the business.