Mandate / 03 · Risk Assessment
Mid-market healthcare group
Re-engineered the back office, procurement and revenue cycle — restoring margin while protecting the clinical brand.
— The situation
Ten years of acquisitions had left a respected clinical group with nine finance functions, four procurement contracts for the same consumable and a revenue cycle that wrote off recoverable income every quarter. Any visible cost programme risked the one asset that mattered: clinical reputation.
— The outcome
Operating efficiency improved 38% over fourteen months with no reduction in clinical headcount and no measurable movement in patient satisfaction. The group has since made two further acquisitions onto the consolidated platform.
— What we did
- 01 Drew a hard line around clinical staffing and clinical supply at the outset, in writing, and worked only outside it.
- 02 Consolidated procurement to a single schedule and renegotiated from volume the group had never presented as one buyer.
- 03 Rebuilt the revenue cycle around denial causes rather than denial volumes.
- 04 Merged nine finance functions into one shared service on a timetable the clinical leadership set.
Client identity withheld under the firm’s confidentiality standard. Figures are the client’s own, measured over the period stated. Past outcomes are not a guide to future results, and nothing here is a recommendation with respect to any security.