Industries · Healthcare
Hospitals run on flow.
In numbers
What we believe
Flow decides the economics.
Surgery conversion, theatre use, billing and discharge matter more than footfall.
A hospital is an operations business.
It has a supply chain, a workforce plan and an inventory, and managing them that way is where the gains are.
Capability should stay when we leave.
The best result is a hospital with its own process leaders, not one that needs us back.
Plan shifts ahead to cut agency spend.
Knowing who is needed, and when, reduces agency spend and incidents.
Settle who owns IT before you buy software.
Clear ownership and agreed service levels matter more than the software.
The work behind this view
A children's hospital that planned nursing and supplies around demand
Nursing demand forecast within 7%, 17 rosters became one, and urgent blood-sample compliance rose from 20% to 52%.
HealthcareA hospital that converted more surgeries and grew revenue
Surgery conversion rose from 24% to 64% in six months.
HealthcareA hospital that sped up everything from health checkups to billing
Health checkups went from 11 to 200 a day. Surgery adherence rose from 40% to 85%.
HealthcareA hospital that built its own process team
A 15-month programme left the hospital with 12 internal process leads.
HealthcareA paediatric hospital chain that planned shifts six weeks ahead
An eight-week pilot cut staff cost by 38%.
HealthcareA hospital chain that rebuilt how IT is run
A new IT operating model, designed and moved into place across five workstreams.
Same playbook, different sector
Demand, people, inventory and flow run every business we work with.
You built the business. We help it scale.
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