Healthcare does not have a technology shortage. It has a coordination problem: referrals stalling in inboxes, prior authorizations chased by phone, and a compliance team reconstructing evidence after the fact. We build the connective tissue between the systems you already own — without asking a clinician to learn one more screen.
Every hour a nurse spends chasing a fax is an hour not spent with a patient, and every unbilled authorization is margin your organization already earned. Healthcare technology pays for itself in two currencies: clinical time recovered, and revenue that stops leaking between systems. The work below spans the full sector, because each part of it coordinates differently.
Multi-site scheduling, transfers, bed and service-line coordination, and the executive reporting that ties clinical activity to financial performance.
Referral management, intake, recall and no-show reduction — the operational layer that sits around the EHR rather than inside it.
Program enrolment, grant-funded service tracking, and reporting to the funders and agencies that pay for the work.
Visit scheduling, mobile documentation that works without signal, mileage and travel optimization, and caregiver retention analytics.
Member service, prior authorization workflow, provider network data quality, and appeals and grievances with a defensible audit trail.
Field service for installed equipment, complaint handling, and validated processes that survive an FDA or notified body inspection.
Healthcare returns rarely arrive as a single headline number. They arrive as denials that stop happening because the authorization was captured at intake; as clinical hours recovered because documentation was drafted rather than typed from scratch; as referral leakage closed because the specialist follow-up was tracked instead of assumed; and as audit preparation that takes days rather than months. We build the business case from whichever of those your organization can measure today, and we tell you plainly when a benefit is real but not yet measurable.
Your EHR is the clinical record. It was never designed to run your operations, your service lines or your revenue cycle. These are the categories that sit around it — and where an integration-first approach beats another point solution.
Epic, Cerner, Meditech, athenahealth or eClinicalWorks hold the record of care. Our position is that this system stays where it is. We integrate with it through HL7 and FHIR interfaces so the operational layer reads and writes to the same truth.
Intake, referral routing, prior authorization, care plans, transitions of care and follow-up. This is the layer that most often lives in spreadsheets and shared inboxes today, and the one where a model-driven application changes the working day fastest.
Charge capture, denial management, payer contract performance, service-line profitability and supply cost. Finance leaders need this joined to clinical volume, not reconciled to it once a month.
Policy attestation, incident and event reporting, credentialing expiry, quality measure tracking and the evidence trail that a Joint Commission or HIPAA audit will ask for — captured as work happens, not assembled afterwards.
These are the four that come up in almost every first conversation, paired with the outcome the leadership team is really asking for when they raise them.
Referrals, authorizations and transitions are tracked by individuals rather than by a system. When someone is on leave, the work stops, and nobody can say how many referrals are open right now.
The outcome leaders ask forOne accountable view of every open referral and hand-off, with ageing, ownership and escalation visible to a service-line leader without asking anyone.Documentation, prior authorization paperwork and duplicate data entry between systems consume clinical hours. It shows up later as burnout, turnover and locum cost.
The outcome leaders ask forMeasurable administrative time returned to clinical staff, and a retention story the board can see in the numbers rather than in exit interviews.Access reviews, policy attestations, training records and incident logs sit in different places. Audit preparation becomes a project that pulls senior people off their day jobs for weeks.
The outcome leaders ask forContinuous evidence: access to PHI logged and reviewable, attestations tracked to completion, and an audit pack that can be produced in days.Volume, case mix, denial rates and service-line margin come from separate extracts with separate definitions. Decisions get delayed while the numbers are reconciled.
The outcome leaders ask forA single agreed set of definitions feeding one reporting layer, so the executive team debates the decision rather than the data.If you recognize three of these four, the constraint is almost never the EHR. It is the absence of an operational layer around it — which is a considerably smaller and cheaper problem to solve than replacing a clinical system. If you recognize three of these four, the constraint is almost never the EHR
Every healthcare engagement starts by agreeing which of these you can baseline today. We would rather commit to four numbers you can verify than nine you cannot.
Fewer referrals lost to follow-up because ownership and ageing are visible
Reduction where denials trace to missing authorization or eligibility data
Administrative time returned through automation and documentation support
Less effort to assemble evidence when it is captured continuously
Time to produce a defensible access review across PHI systems
Service-line performance from one agreed set of definitions
How to read these: How to read these: the figures above are typical ranges we plan and measure against, not guarantees. In your first engagement we agree the baseline, the target and the measurement method in writing, then report against them.
Most engagements start with one of these and grow into the others. None of them require you to change your clinical system.
The operational layer around the EHR: referrals, intake, authorization, care plans and follow-up in one accountable system that your teams can actually run.
Access to patient data governed properly, with the evidence produced as a by-product of normal work rather than a quarterly fire drill.
One reporting layer where clinical volume, payer performance and cost meet, with definitions agreed once and used everywhere.
We implement, extend, support and integrate the Microsoft business application platform. In healthcare the integration work matters most, because the clinical system is staying and everything else has to meet it.
Environment design, data migration, configuration, testing and go-live for the Dynamics 365 applications your operation actually needs — to a fixed price and a fixed date. In healthcare that includes the PHI handling model, role design against your clinical hierarchy, and a go-live sequenced around service lines rather than a single switch.
Where the standard product stops short, we extend it with model-driven apps, Power Apps, Power Automate flows and custom tables rather than bolting on a separate system. Referral pathways, authorization rules and care protocols differ by payer and service line, so we build them as configuration you can change without calling us back.
Managed application support after go-live: a named team, an agreed response time, release management for Microsoft's twice-yearly waves, and a backlog we work through with you. Clinical operations do not stop at five o'clock, so support hours are agreed against your actual service hours, not a standard business window.
Connecting Dynamics 365 to the systems you are keeping — with monitored, re-runnable interfaces and a documented contract for every field that moves. HL7 v2, FHIR and flat-file interfaces to Epic, Cerner, Meditech and athenahealth, with message-level monitoring so a failed interface is caught by us, not by a patient.
A word on Copilot and AI in clinical settings: we are deliberately conservative. We will help you apply it to documentation drafting, summarization and administrative workflow, with a human reviewing anything that touches the record. We will not help you put a model between a clinician and a clinical decision.
We do not sell the whole suite by default. These are the applications that consistently carry weight in provider and payer organizations, and what each one is genuinely good at here.
Case management applied to referrals, authorizations and patient enquiries. Queues, SLAs, ownership and escalation come as standard, which is exactly what a shared inbox has never had. Knowledge articles give front-desk and access-center staff consistent answers.
Visit scheduling with skills and travel optimization, a mobile app that works offline in a patient's home, and asset servicing for installed medical equipment with full maintenance history for inspection.
Service-line cost accounting, expected-versus-actual reimbursement, and the financial dimensions that let you report by facility, service line and payer without rebuilding the chart of accounts.
Segmentation for recall campaigns, preventive screening outreach and care-gap closure, with consent and communication preferences respected at the individual level.
Where healthcare's specifics live. Prior authorization checklists, credentialing expiry tracking, incident reporting and rounding forms — built as Power Apps and Power Automate flows inside your existing tenant and governance.
A word on Copilot and AI in clinical settings: we are deliberately conservative. We will help you apply it to documentation drafting, summarization and administrative workflow, with a human reviewing anything that touches the record. We will not help you put a model between a clinician and a clinical decision.
Healthcare punishes assumptions. Our first phase is deliberately slower than most firms', because the cost of designing the wrong referral pathway is measured in patient harm, not rework.
We sit with schedulers, access-center staff and clinicians and watch the actual workflow, including every workaround.
We agree the outcomes with clinical, operational, financial and compliance leadership together, in one room.
We map the pathway and show you a working prototype before we build, with your compliance officer in the review.
We build, integrate with the EHR, migrate, validate and train — sequenced by service line, to a fixed price.
We stay on after go-live, measure against the baseline we agreed, and tune what the data tells us is not working.
Your compliance and privacy officers are in the design reviews from week one, not shown the result at the end. In our experience that single sequencing decision is what separates a healthcare project that goes live from one that stalls in security review.
We are a Microsoft consultancy with healthcare experience, not a healthcare software vendor with a Microsoft badge. The difference shows up in what we recommend you buy.
HIPAA, the Security Rule, minimum necessary access, business associate agreements and audit expectations are designed in from the first architecture session, not retrofitted after a security review sends the project back.
Every workflow we design is reviewed by the people who will use it during a shift. If it adds clicks to a clinical task, we have not finished designing it.
We have no incentive to replace your clinical system and we will tell you when the right answer is a change inside the EHR rather than a new application beside it.
Applications, security, identity, integration and the managed service afterwards come from one team with one point of accountability — which matters more in healthcare than in almost any other sector.
Two illustrative engagements showing the shape of the work and how we frame the result.
A regional group with fourteen clinics could not answer a simple question: how many referrals sent out last month came back? We built referral tracking around their existing EHR, with ownership, ageing and automated follow-up.
Program enrolment and service delivery lived in three systems and a set of spreadsheets. Funder reporting took two weeks of senior staff time each quarter and rarely reconciled.
Short, practical pieces on the decisions healthcare leaders are being asked to make right now.
A plain-English walk through shared responsibility, business associate agreements and the access controls auditors ask about first.
Read moreDocumentation drafting and administrative workflow are ready today. Anything touching clinical decisions is not. Here is how we draw the line.
Read moreWhy most denial reduction programs fail at intake, and what to instrument first if you want the rate to move.
Read moreTell us one process that is currently held together by a shared inbox — referrals, authorizations, credentialing, incident reporting. We will build a working demo of that specific workflow with your terminology in it, and walk your clinical and compliance leads through it.
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