Verity Care
Healthcare
·
2025
Turning around a regional healthcare network
A regional network of clinics was losing money on rising staff costs. We redesigned scheduling and service lines without cutting quality of care.
Operating margin
Patient satisfaction held
Clinics redesigned
01
The challenge
Verity Care came to us with a clear symptom and an unclear cause. A regional network of clinics was losing money on rising staff costs.
Leadership had tried incremental fixes for two years. Each one helped a little and none of them changed the trajectory. The board wanted a decision, not another report.
02
Our approach
We started with the evidence: customer data, unit economics and interviews with the people closest to the work. Within four weeks we had a fact base the whole leadership team agreed on.
From there we framed three real options, modelled the trade-offs and worked with the executive team until there was one clear, owned choice. A partner stayed in the room through implementation.
03
The outcome
The result: +11 pts operating margin, with 96% patient satisfaction held and 9 clinics redesigned.
More important than the numbers, the leadership team now runs the plan without us. We still meet every quarter to review progress against target.
Project details
Client
Verity Care
Industry
Healthcare
Practice
Operations & performance
Duration
16 weeks
Year
2025
Lead partner
Eleanor Grant
Partner · Operations
How it unfolded
Three phases, one owner at every step.
Total engagement · 16 weeks
01
Weeks 1–4
Diagnose the network
Site-by-site economics and patient flow data for all twelve clinics.
02
Weeks 5–10
Redesign the care model
Shared scheduling, one back office and staffing matched to real demand.
03
Weeks 11–16
Embed the change
Clinic-level dashboards and a turnaround office led by the COO.
Client voice
They behaved like owners, not advisors. That is rare, and it is why we keep calling them.
Helena Strand
Chair, PE-backed industrial group
Keep reading
