Healthcare
Protect the resources.
Behind better care.
A focused review of non-clinical costs, with service continuity at the center.
Let’s talk for 15 minutes
Start with the costs.
Understand the context.
Hospitals, physician groups, dental practices, behavioral health organizations, and other healthcare operators with 25 or more employees.
Agree a manageable scope. Examine the evidence. Bring recommendations back to the people responsible for the decisions.
- Supplies & contracts
- Review purchasing terms, invoice accuracy, and applicable credits across agreed vendors.
- Freight & facilities
- Examine shipping charges, recurring facilities costs, utilities, and service agreements.
- Telecom & payments
- Match telecom capacity to usage and review fees across payment and banking arrangements.
- Benefits & administration
- Assess selected plan and administration costs with the appropriate specialists.
A clear path from
question to action.
You should understand the scope, your team’s involvement, and the commercial terms before you commit.
Establish the opportunity
Start with a spreadsheet of all vendor costs. We map the spending and existing arrangements, then agree which areas merit a closer review.
Validate the findings
Specialists examine the agreed invoices and contracts. Review the findings, assumptions, proposed changes, and fees before implementation.
Implement and verify
Put approved changes into practice and compare results with the agreed baseline. For supplier-related engagements, we manage the agreed supplier relationships for five years to help sustain the improvements.
Define the measure
before the outcome.
A useful report connects each finding to the original expenditure, the agreed action, and the financial benefit.
- Separate potential savings from implemented results.
- Distinguish annual savings from one-time recoveries.
- Include fees, implementation costs, and timing.
- Document the operational implications of each change.
Andrew Pendrill
Andrew was Global Head of Healthcare at ABN AMRO, ranked in the top three globally for ten consecutive years, and spent four years in a senior role at Citi. He understands the connection between operating decisions, financial resilience, and the capacity to invest.
What the first conversation covers
- Your organization and its current cost priorities.
- The vendor categories or arrangements you want reviewed.
- Whether a performance-based engagement is a suitable fit.
- The next step and who should be involved.
Clarity before
commitment.
How do you protect operational continuity?
Define clinical and operational constraints before evaluating changes. Findings should distinguish billing corrections from changes to a supplier, plan, or service. Your team approves the implementation path.
How are fees agreed?
A performance-based engagement links fees to defined savings. Confirm the fee rate, measurement period, exclusions, and treatment of refunds in the written scope.
What information is needed?
The first conversation requires no documents. For an agreed review, we typically start with a spreadsheet of all vendor costs, then identify the supporting contracts, invoices, and other records needed. Do not send sensitive operational, employee, or patient information through the enquiry form.
Can we explore the economics first?
Yes. Use the savings scenario tool to model a spending level and assumed reduction, before privately agreed fees and costs. It is a calculation tool, not a prediction of your outcome.