The pressure these COOs and CFOs face
Two clocks run at once. The first is regulatory: HIPAA, OCR, state-AG enforcement, and now explicit OCR scrutiny on AI bias in clinical and administrative settings. Change Healthcare 2024 is still on every board's mind, and your CISO is still answering questions about it. The second is labor: clinician burnout, RN turnover, MA shortages — every operating decision runs through whether the people are there to execute it.
If you sit at a PE-backed PPM, ASC platform, or behavioral-health or dental roll-up, your sponsor's value-creation plan already assumes 200–400 bps of margin out of the operating model and "AI in RCM and scheduling" written into the annual-plan review. The platform is operating as seventeen practices under one brand, each on its own EHR or RCM stack, and the integration is the unkept promise from the last board meeting.
That's the math you're holding.
The three jobs we help with
Take 200–400 bps out of the operating model without losing clinical staff. Operating-model redesign that protects clinical capacity — the math is real and the people stay. The local newspaper does not write about a closure. The sponsor sees the margin in the next annual plan.
Standardize the tech stack across acquired practices and sites. EHR, RCM, scheduling, credentialing — consolidated so the platform actually operates as one company. Independent of Epic, Athena, eClinicalWorks, Greenway, and the RCM vendors in the room. The CFO can pull clean, comparable numbers without three analysts and a week.
Deploy AI into RCM, scheduling, clinical documentation, and prior-auth without a HIPAA event. Use-case selection, BAA and vendor governance, model evaluation, clinical-workflow integration, and the documentation OCR will want. We have a point of view on which AI use cases are safe to ship now, which need more guardrails, and which become the story you don't want.
How we approach it differently
Versus the Big 4 and healthcare-specialist consultancies. Deep on policy decks. Slow on execution. A former COO of a mid-market provider platform is in our chair, not a partner-plus-five-juniors model.
Versus HCIT services firms aligned to a vendor. Many of them are owned by the payer, aligned to the EHR, or contracted into the RCM book. We are independent. When the EHR vendor is the problem, we'll say so.
Versus RCM outsourcers selling "transformation." They are selling you the outsourcing; the transformation is the wedge. We have no service to sell on the back end. The recommendation goes where the math goes.
Versus healthcare-AI point solutions. We evaluate, integrate, and govern them. We don't sell one.
The councils behind this work
Three of the six THG councils feed directly into healthcare engagements: AI Operations and AI Deep Dive (the clinical-AI governance and use-case selection conversation, with peer operators who have shipped and operators who got burned), and Cybersecurity (the post-Change-Healthcare posture every healthcare CFO is now graded on). These are working rooms with peer operators in the seat, not vendor-sponsored panels.