Most healthcare and biotech businesses are not short on ideas. They are short on a clear read of which constraint is actually costing them money, and the discipline to work that constraint before adding anything new. Growth consulting here starts with that diagnosis, then builds a plan the operating team can carry out with the people and capital already in the building.
No specific revenue figure, multiple, or timeline is promised. Results depend on the market, the team, and execution.
Clinics and physician practices. Diagnostics and laboratory groups. Ambulatory and outpatient service lines. Biotech companies moving from science to a commercial operation. Investor-backed healthcare services businesses where a sponsor expects a plan, not a narrative.
Andrew also advises a small number of businesses outside healthcare on the same growth, risk, and decision-quality problems, because the underlying discipline travels.
A short, focused review of the operating model, the numbers, and the constraint, ending in a written plan with an owner for each item.
A recurring cadence with the founder, owner, or CEO across a quarter or a year, working the plan and adjusting as the market moves.
Scoped work on one problem: a service line, a payer relationship, an integration after an acquisition, or a commercial build-out.
New clients start with a short, paid Diagnostic Advisory Engagement. It is where the real constraint gets named, in writing.
The Diagnostic Advisory Engagement