Duration
Eight weeks
Healthcare, allied health and care
Where value is leaking out of the group
For Australian health and care groups running several sites and more than one entity. We find where value is leaving the group and where opportunity is going untapped, on evidence, before the next site or the next acquisition compounds either one.
01Who we work with
Eight delivery models, each with its own friction
Australian health and care groups running more than one site and more than one entity. Usually 30 to 500 staff. Often founder-led, with a small executive team already carrying more than the org chart says it does.
How a group delivers its service decides how it strains when it grows.
Home care and mobile allied health
Field rostering and government billing sit in separate systems, so clinical hours go unbilled.
Residential aged care and retirement living
The handoff between occupancy and clinical care is where escalations stop being captured.
Multi-site clinical networks
Clinics acquired with their own systems still running them, so group reporting is assembled rather than produced.
Healthcare staffing and clinical support
Manual triage and dispatch bottlenecks, with no line traceable from enquiry to placement.
Psychology and mental health at volume
Intake cannot keep pace with demand. Mixed billing creates reconciliation nobody planned for.
Plan management and care coordination
Price caps squeeze margin while staff re-key data between portals and internal systems.
Elective and premium surgical groups
Acquisition spend runs disconnected from clinical booking, so nobody can attribute a booked list.
Community health and multidisciplinary hubs
Dozens of grants on different reporting conditions, satisfied by shadow spreadsheets.
02What we look for
Two questions, weighted the same
Where is value leaving the group today. What is the group already carrying that it has never been able to use. Most reviews only ask the first. The second is usually the larger number. It is paid for either way.
Value leaving today
What it costs to run this way
- Clinical hours delivered in the field that never reach a claim.
- Care escalations provided but never captured against the funding that covers them.
- Overhead carried centrally, with no site paying a share anybody has agreed.
- Compliance evidence rebuilt from scratch for each entity, each cycle.
- Senior time spent assembling the group numbers rather than acting on them.
Opportunity going untapped
Capability already bought
- Capacity already rostered and paid for, recoverable once the non-billable day is split by cause.
- Referral volume currently turned away because bringing a clinician on takes months.
- A defensible cost to serve per site, which turns pricing into arithmetic.
- Acquisitions integrated in weeks rather than quarters, because the pattern is known.
- A group position available days after close, which changes what you can bid for.
Both columns are drawn from the same evidence and carry the same weight in what we hand back. A group that only ever hears the first list will cut its way to a smaller business.
03The diagnostic
An independent read of how the group actually operates
Six operating areas scored on evidence pulled from your own systems, each carrying a confidence rating so you can see how far the evidence supports the finding.
Six operating areas
Illustrative. Bar length is the score. Dashed line is the room available. Chip is how far the evidence supports it.
Systems and process
Med
Commercial signals
High
Suppliers and partners
Low
Decisions and governance
High
Risk and resilience
Med
Direction and scalability
Med
0123
Fee
Fixed, agreed first
Coverage
Every entity
Output
Ranked, sequenced
Access
Operational, financial
It covers every entity together rather than one location at a time, because in a multi-entity group the problems live between the entities rather than inside any one of them.
Most groups then act on the findings with their own team. Where the constraint turns out to be senior capacity rather than evidence, an operating partner is the other route.
04Fit
Where this fits and where it is the wrong call
Being straight about the second half is the more useful one.
The threshold · second entity
One site, one entity
Several sites or entities
Below the line a good practice manager gets you further than we will.
Not for you if
We will tell you so early
- One site, one entity, straightforward operations.
- You are a public hospital or a government department.
- You have chosen the platform and need it built.
- You want a decision that is already taken supported by a document.
Independence is the only thing we actually sell.
05Start here
Three minutes before eight weeks
If three of these are true
The Free Health Check scores the same six areas in three minutes, self-assessed.
Three minutes, six areas, no email needed to see the score.
Start the Health CheckForwarding this to a client
- What this is
- An independent eight-week operating diagnostic
- Who it is for
- Multi-site, multi-entity groups, 30 to 500 staff
- The commitment
- Interviews and evidence, scheduled around clinical load
- The cost
- Fixed fee, agreed before it starts
- If it is not a fit
- We say so in the first conversation, at no charge
Paste this into your email
Worth a look. They do an independent read of how a group actually operates and they have nothing to sell you at the end of it.
06Common questions
What groups ask before they start
Do you need access to patient data?
No. Everything runs on operational and financial data: entity accounts, rosters, billing totals, utilisation and process documentation. Clinical records are not needed to find where an operating model is costing money.
How small is too small for this?
A single site with one entity does not need an outside read and should not pay for one. The work earns its keep once a group runs several locations or holds more than one legal entity, where the founder can no longer carry it personally but the group cannot yet justify a full operations executive.
We are mid-acquisition. Is this the wrong time?
Usually the right time. Integration is when reporting definitions collide. It is when two overhead structures land on one group. It is when the diligence questions arrive. Finding the answer before somebody else asks for it is considerably cheaper than assembling it against a deadline.
How is this different from what our accountant does?
Your accountant reports what happened and is generally excellent at it. Neither an accountant nor a corporate adviser is looking at how the group runs on an ordinary Tuesday. Neither is independent of what comes next in the way an operating read has to be.
Will you recommend new software?
Sometimes, though less often than people expect. On plenty of engagements the largest findings sit nowhere near a system. The answer is usually that existing software is being used at a fraction of what it can do.
Find out what your group is carrying that nobody has measured
Three minutes. No email required to see your score.