I'm a financial advisor for rural healthcare. I price every strategic option before a board votes, stress-test the plan against a thousand versions of the next five years, and then run it with the board monthly so it never dies on a shelf. Everything below starts from evidence and ends with owners, numbers, and dates.
Facility profiles
48,038
Registered public sources
37
Traceability
every figure to its source
The atlas you're standing in is the work sample.
Strategic planningThe flagship
Who it's for: boards and CEOs who want a plan that survives contact with the budget.
Six months. Not four months of meetings and a binder: four months to an approved plan, then two months of the plan already running before I leave.
Month 1
Heard
Board, executives, and department leaders answer the same fourteen questions, scored against rural peers. Staff and community get their own instruments.
Month 2
Priced
The board prices its options live. Every move carries a dollar figure and a probability of holding the covenant line, plus a written list of what we are not doing.
Months 3–4
Owned
Every initiative gets one owner, a first step, and a ninety-day proof point. The board approves the plan and its operating rhythm in a single vote.
Months 5–6
Running
One page a month. Owners report, numbers move, and the board watches its plan operate before the engagement ends.
Month one, everyone gets heard. The gaps between what the board believes and what the frontline knows are usually where the strategy is. Month two, the board prices its options live in the room. Months three and four, ownership. Months five and six, the plan runs.
Fixed fee, quoted after a twenty-minute conversation.
A short form starts the scheduling; Matt replies within one business day.
Financial modelingLet's talk
Who it's for: leadership weighing a specific move, a recruit, a building, a service line, before committing.
For organizations that need the numbers before, or instead of, the full plan. Your hospital lives in a financial model built from your own audited statements. Board considering a surgeon, a swing-bed push, a building? It's priced before anyone votes, with five to ten years of financial statements that move while the room watches, and a plain-English read on the chance the plan holds. No posted price: it starts with a twenty-minute conversation, and the scope and fee follow it.
A short form starts the scheduling; Matt replies within one business day.
Contribution margin analysisKnow what you actually earn
Who it's for: CFOs tired of steering by gross charges.
Most hospitals steer by charges. Charges aren't money. This engagement crosswalks what you bill to what you're actually paid, service line by service line, against your true variable costs, so the board finally sees real profitability instead of gross-charge folklore. The decisions that follow (what to grow, what to fix, what to stop pretending about) tend to pay for the work many times over.
A short form starts the scheduling; Matt replies within one business day.
Affiliation and acquisition workOn your side of the table
Who it's for: a small hospital's board weighing an affiliation, a merger, a sale, or staying independent.
What your hospital is worth, what an affiliation would change for the community and the balance sheet, and which partners are credible, worked from the hospital's side of the table. The board sees the options priced before it talks to anyone, and keeps the leverage of knowing its own numbers first. This is consulting for the hospital being approached, never target screening for a system.
A short form starts the scheduling; Matt replies within one business day.
Litigation supportFor counsel
Who it's for: counsel who need a hospital's finances read, reconciled and explained.
Analysis of hospital finances for counsel: cost reports, audited statements and the public record read line by line, tied out, and explained in plain language, with every figure traced to its source. Offered as a service, scoped with counsel; engagement terms, independence and confidentiality are set in writing before any work starts.
A short form starts the scheduling; Matt replies within one business day.
The Board Briefing$1,000
Who it's for: any leadership team. Every profile carries the order path, with your report's coverage class disclosed before you reserve.
The front door. One facility, one board-ready document: your community's trajectory, your payer environment, the financial health of every facility your patients depend on, what you give back to the local economy, and where you sit against matched peers, every figure sourced to the public record. Offered on every profile under disclosed coverage classes: Standard Facility Benchmark, Limited Facility Benchmark (partial public coverage becomes report findings, never a decline), Peer Benchmark Only (no facility-specific measures; the peer picture plus a source-coverage inventory), Historical Facility Benchmark (terminated CCNs, benchmarked in their own contemporaneous peer year), and the Indian Health Public Record and Reimbursement Context Brief. Each class states its own scope. The refund guarantee applies. Delivered within 2 business days.
Request the briefing for your facility. Find it first:
⌕
Every facility page carries the request form, pre-filled for that facility, with its coverage class shown above it.
How to start
A short form starts the scheduling; Matt replies within one business day.
Request a briefing from any facility page (the coverage banner there shows what your report will carry), or write to me directly. You'll hear back from me, not a funnel, within one business day.
