Multi-Site Specialty Hospital Group
A regional specialty group operating five hospitals and twelve clinics across the UAE and KSA, planning a sixth flagship facility while margins compressed under tightening payor terms.
The decision the client could not afford to get wrong.
Capex committee had three competing site proposals with inconsistent demand assumptions, claims denial rate had crept above 11 percent, and CBAHI re-accreditation was nine months out with no central tracker.
The structural problems this engagement resolved.
Clinical-financial disconnect
Clinical leaders and CFOs operate from different data, making service-line decisions slow and contested.
Claims leakage
Denials, underpayments, and coding gaps quietly erode 4 to 8 percent of revenue across the network.
Capacity and capex sequencing
Expansion plans run ahead of demand evidence, regulatory readiness, or workforce supply.
Quality and accreditation overhead
JCI, CBAHI, and JAWDA preparation consume operational bandwidth without a structured year-round system.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Built a bottom-up demand model by specialty and catchment, ranking the three sites against payor mix and IRR
- 02Stood up a revenue-cycle command centre covering coding, denials, and contract-rate enforcement
- 03Designed a year-round quality and accreditation system replacing the pre-audit sprint
- 04Sequenced capex across 36 months to match cashflow, workforce supply, and licensing windows
What changed, and what it produced.
"We stopped choosing between clinical quality and commercial discipline. The system now produces both."
Group COO, Specialty Hospital Network
The disciplines this engagement leaned on.
- Service-line strategy, feasibility, and capex sequencing
- Revenue-cycle, coding, and claims governance
- Operating model design across hospitals, clinics, and home care
- Quality, accreditation, and clinical-governance frameworks
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