A modern hospital tower at night with a lit entrance canopy

Hospital & Health Systems

A health system is not one growth problem. It is dozens, running in parallel across service lines, facilities, and committees. Marketing serves everyone and is accountable to no single number. I bring the operating layer that aligns priorities with access and measurement, so the system can see and steer itself.

The signature failure

Watch the volume leak at every handoff.

Access-center leakage

keepage 57% · leakage 43%

Volume you already paid for, leaking at every handoff.

Scheduling, referrals, and the contact center each run their own way and lose a slice of demand at the seam. No single number owns the path from created demand to a booked in-network visit.

Demand created100%
Campaigns, referrals, physician recommendations
Referral captured82%
−18
Portal-to-scheduling handoffs drop silently
Appointment scheduled68%
−14
Auth lapses and phone tag cool the referral
Booked in-network visit57%
−11
The volume that actually reaches a provider

Illustrative keepage across a typical access path, not a specific health system. Nearly half of created demand can leak before it reaches a provider. I rebuild the handoffs so it does not.

What is broken

Scale without a shared operating picture.

How it runs nowWhat I design

Service lines compete for the same marketing capacity, and priority goes to the loudest committee rather than the biggest opportunity.: A shared framework that ranks growth investment across service lines and markets, so capacity follows impact.
Access workflows (scheduling, referrals, contact center) differ by department and leak network volume at every handoff.: One rebuilt access path with owned handoffs that improves keepage, so demand the system already created reaches an in-network provider instead of leaking out.
Marketing is judged on activity and reach, not on the downstream volume and service-line margin it actually moves.: Marketing reframed as a growth function measured on booked appointments and downstream DRG-level margin, with the data plumbing to prove it.
Every executive review surfaces a different version of the truth from a different team's spreadsheet.: One reporting layer, demand through access through outcome, that reviews start from instead of arguing over.

How I help

An operating layer across the system.

Growth allocation

Rank growth investment across service lines and markets on a shared framework
Direct scarce marketing capacity to the highest-impact moves, not the loudest committee
Give each service line a goal it owns instead of a share of undifferentiated spend

Patient access

Map and rebuild the scheduling, referral, and contact-center path end to end
Close the handoffs where demand leaks before it reaches a provider
Recover volume the system already paid to create

Measurement

Reframe marketing from an activity center to a function measured on appointments and downstream margin
Join the EHR (Epic or Oracle Health), a healthcare CRM, and the marketing stack so campaigns connect to booked visits and service-line P&L
One reporting layer leadership trusts, from demand through access through outcome

How I engage

Diagnose, design, implement, optimize.

1
Diagnose
Find the binding constraint (usually access or measurement, not demand) and establish a shared view of how the system actually performs.
2
Design
Set the operating model: who owns growth, which measures matter, and the roadmap that connects service-line goals to access and reporting.
3
Implement
Build the workflows, integrations, and dashboards that make the plan real across facilities and teams.
4
Optimize
Measure what changed, resolve the friction the rollout exposes, and tune the system over successive review cycles.