Selected Work & Outcomes

The challenge

Each site reported weekly in its own format, using its own definitions. Leadership could not compare performance or spot a problem before month end.

What we found

The same metric carried three different definitions across sites, and most of the weekly reporting effort went into reconciling them rather than acting on them.

What we built

A consolidated data model with agreed metric definitions, and role-based dashboards with threshold alerts for site, regional and executive views.

The result

Leadership reviews now run on live data, and site-level exceptions are visible the day they occur.

The challenge

A generic CRM did not match how the team actually sold. Data entry was inconsistent, so pipeline reporting could not be trusted.

What we found

Reps were keeping their real pipeline outside the system because logging it properly cost them selling time, so every downstream report was built on partial data.

What we built

A CRM redesigned around the real sales process, with structured outcome capture, lead prioritization and manager scorecards built into the daily workflow.

The result

Pipeline data became reliable enough to forecast against, and coaching moved from anecdote to recorded performance.

The challenge

Staff re-keyed the same information across three systems, and approvals stalled in email with no visibility into where a request was sitting.

What we found

Roughly half the steps in the process existed only to compensate for a handoff that had never been fixed, and no step had a named owner or a time limit.

What we built

Automated data flow between systems, an approval queue with ownership and timers, and exception routing for anything outside policy.

The result

Manual re-entry was eliminated for routine cases, and every request now has a documented, auditable trail.

The challenge

Reporting on access and patient financial workflows was assembled by hand each week and arrived too late to change staffing decisions.

What we found

The data needed already existed in the source systems; the delay came entirely from manual assembly and from reports going to people who could not act on them.

What we built

Automated daily reporting on volume, follow-up status and aging, delivered to the teams responsible for acting on it.

The result

Staffing and follow-up decisions are made on current data rather than last week's.

The challenge

Every reporting request queued behind one person, and no two departments agreed on the definition of the same metric.

What we found

The constraint was governance, not tooling. Without shared definitions, every new report added another version of the truth.

What we built

A governed data model, a documented metric dictionary, and self-service reporting for department leads.

The result

Routine reporting no longer requires a specialist, and departments work from shared definitions.