Business growth consulting for healthcare and biotech ventures.
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. They are also short on the discipline to work that constraint before adding anything new. Growth consulting here starts with that diagnosis. Then it builds a plan the operating team can carry out with the people and capital already in the building.
Outcomes the work is aimed at.
- Grow revenue. Find where demand, referral flow, payer mix, and service lines are leaking, and rebuild the parts that compound.
- Reduce risk. Tighten the operating, contracting, and compliance practices that quietly create exposure long before anyone names it.
- Improve decision quality. Replace instinct and anecdote with a small set of numbers the leadership team actually trusts and reviews.
- Build operating discipline. Put cadence, ownership, and accountability behind the plan so it survives the first quarter after the consultant leaves.
No specific revenue figure, multiple, or timeline is promised. Results depend on the market, the team, and execution.
Operators with a real business and a real constraint.
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.
Where growth work usually connects.
Tell me what is holding the business back.
New clients start with a short, paid Diagnostic Advisory Engagement. It is where the real constraint gets named, in writing.
The Diagnostic Advisory Engagement