​CONSULTING SERVICES

Your imaging challenge has a name. Here's how we solve it.

Eight service areas, each built around the operational, financial, and strategic problems radiology leaders actually face - not generic frameworks. Explore the one closest to your situation, or talk to us and we'll point you to the right place.

Valuations and Transaction Advisory

Independent, radiology-specific financial expertise for the moments when the numbers - and what they mean - matter most.
CLIENT CHALLENGES
  • Unclear market position
  • Margin erosion
  • Gaps in capital planning
  • Underperforming billing or reimbursement processes
  • Ineffective governance or distribution structures 
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HOW THIS LOOKS IN PRACTICE
A radiology group requests an updated FMV opinion for call pay or subspecialty coverage.
A hospital needs to confirm whether its radiology group's compensation is fair and compliant.
A joint venture asks for valuation support before renegotiating distribution terms.
A health system explores purchasing a radiology practice.
A partnership discovers uneven economic benefit between parties.

Associated engagement types

  • Fair Market Value Studies (FMVS)
  • Contract negotiations
  • Mergers and acquisitions readiness
  • Joint venture evaluations and structuring
  • Management and Professional Services Agreement (MSA/PSA) structuring
  • Regional formations and divisional mergers
  • Radiologist compensation modeling

Strategic Planning and Alignment

Helping healthcare organizations move from strategic uncertainty and stakeholder misalignment to a clear, executable roadmap.
CLIENT CHALLENGES
  • Misaligned leadership or partner priorities
  • Underperforming imaging service lines
  • Patient access, experience, or throughput challenges
  • Weak physician, hospital, or JV partner alignment
  • Operational inefficiencies limiting growth
  • Gaps between strategy, execution, and accountability
  • Succession planning or governance concerns
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HOW THIS LOOKS IN PRACTICE
Joint venture partners lack alignment on long-term strategy and need a neutral facilitator to establish a shared path forward.
A hospital system is experiencing declining outpatient imaging margins and needs a practical roadmap to improve performance.​
​A radiology group and health system are facing tension around service expectations, governance, or leadership transition.
An organization has strong imaging demand but lacks the operational structure, access strategy, or capacity plan to support growth.​

Associated engagement types

  • Strategic and market position assessments
  • Stakeholder alignment facilitation
  • Governance and leadership structure planning
  • Service line growth and access strategy
  • Concept development through implementation planning

Growth and Financial Strategy

Market intelligence, pro forma modeling, and capital strategy to help organizations make growth decisions grounded in data, financial discipline, and operational reality.
CLIENT CHALLENGES
  • Unclear market position
  • Margin erosion
  • Gaps in capital planning
  • Underperforming billing or reimbursement processes
  • Ineffective governance or distribution structures
  • Missed growth or partnership opportunities
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HOW THIS LOOKS IN PRACTICE
A joint venture's financial model no longer reflects current market conditions, creating tension around partner distributions.
A hospital is evaluating whether to convert a hospital-based imaging service to an IDTF or alternative operating model.
Partners need to revisit distribution methodology but lack current market, volume, reimbursement, or financial data to support a decision.
A system is considering an imaging expansion and needs market demand, volume, and financial validation before committing capital.
An organization suspects revenue leakage or reimbursement underperformance and needs an independent review of billing, payer, or collections processes.

Associated engagement types

  • Market assessment and demand analysis
  • Pro forma and financial modeling
  • Capital planning and investment strategy
  • Governance and compensation strategy
  • Revenue cycle and reimbursement review
  • Payer contract and reimbursement rate negotiation
  • Vendor negotiation support
  • MSO / IPA development
  • Certificate of Need support

Operational Performance Improvement

Helping imaging organizations improve access, throughput, staffing alignment, and workflow performance using operational realities, not generic benchmarks.
CLIENT CHALLENGES
  • Long patient wait times
  • Scheduling bottlenecks
  • Inefficient modality utilization
  • Staffing misaligned with volume or operating hours
  • Limited visibility into performance benchmarks
  • Slow report turnaround time
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HOW THIS LOOKS IN PRACTICE
A freestanding imaging center's MRI utilization has plateaued, and leadership needs to determine whether the constraint is scheduling, staffing, protocol design, or demand.
A hospital imaging department has experienced volume growth without corresponding changes to staffing models, shift coverage, or workflow design.
A multi-site imaging organization needs to standardize workflows across locations while accounting for site-specific volume, staffing, and access needs.

Associated engagement types

  • Throughput and workflow analysis
  • Staffing and productivity benchmarking
  • Modality utilization review
  • Scheduling and access optimization
  • Revenue cycle workflow review
  • Operational KPI dashboard development

Interim Leadership and Practice Management

Interim senior leadership, on-site or virtual management support, and hands-on program oversight for organizations navigating leadership vacancies, transitions, growth, or temporary operational needs.
CLIENT CHALLENGES
  • Sudden vacancy in a senior management, director, or executive leadership role
  • Leadership transition during growth, restructuring, or operational change
  • New imaging facility launch, expansion, or build-out in progress
  • Temporary need for experienced practice or service line oversight
  • Accreditation, regulatory, or compliance pressure, including MQSA
  • No dedicated senior practice management function
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HOW THIS LOOKS IN PRACTICE
A senior imaging leader departs unexpectedly, and the organization needs interim on-site or virtual leadership support to maintain continuity.
A new outpatient imaging center is preparing to open and needs experienced operational leadership to coordinate workflow, staffing, readiness, and launch planning.
An imaging program is growing faster than its current leadership structure and needs temporary senior oversight while the organization defines its long-term model.
A facility is preparing for MQSA or another accreditation survey and needs an experienced review of readiness, documentation, and operational compliance.

Associated engagement types

  • Interim senior leadership support
  • On-site or virtual practice management coverage
  • Imaging facility launch and transition support
  • Program oversight and operational stabilization
  • MQSA and accreditation readiness support
  • Policy, compliance, and governance review

Physician Coverage and Workforce Strategy

Helping healthcare organizations move from strategic uncertainty and stakeholder misalignment to a clear, executable roadmap.
CLIENT CHALLENGES
  • Radiologist coverage gaps
  • Subspecialty access limitations
  • Recruiting, retention, or succession pressure
  • Coverage models misaligned with volume, case mix, or service expectations
  • Uneven call burden, workload, or productivity distribution
  • Heavy reliance on teleradiology, locums, or temporary coverage
  • Turnaround time, access, or service concerns tied to professional coverage
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HOW THIS LOOKS IN PRACTICE
A radiology group cannot recruit a needed subspecialist and needs to evaluate in-house coverage, teleradiology, locums, or partnership options.
A hospital is concerned that its current radiology coverage model no longer supports turnaround time, access, or subspecialty expectations.
A joint venture needs an independent assessment of whether professional coverage aligns with volume, case mix, and service commitments.
A group is experiencing uneven call burden, workload distribution, or productivity expectations across radiologists.
An outpatient imaging network is expanding and needs to determine whether its radiology coverage model can support growth.
A hospital or health system is running an RFP process to select or replace its radiology group and needs support managing solicitation, evaluation, and contracting.

Associated engagement types

  • Radiology coverage model assessment
  • RFP support for radiology group placement
  • Subspecialty access and coverage planning
  • Recruiting, retention, and succession strategy
  • Call, workload, and productivity analysis
  • Teleradiology, locums, and hybrid coverage evaluation
  • Professional services alignment and coverage optimization

Capital Planning and Equipment Strategy

Aligning imaging capital investments with equipment age, utilization, clinical need, reimbursement, growth strategy, and financial return.
CLIENT CHALLENGES
  • Aging, undersized, or underperforming imaging equipment
  • Competing capital priorities across modalities or sites
  • Unclear timing for replacement, expansion, or upgrades
  • Uncertain ROI on new modalities, service lines, or technology
  • Limited visibility into utilization, demand, and financial impact
  • Vendor proposals that are difficult to compare objectively
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HOW THIS LOOKS IN PRACTICE
A health system needs to prioritize MRI, CT, ultrasound, mammography, and X-ray replacements across multiple sites within one capital budget.
An outpatient imaging center is considering a new modality and needs to understand demand, reimbursement, staffing, and return on investment before committing capital.
Leadership is comparing vendor proposals and needs an independent assessment of equipment configuration, pricing, service terms, and long-term value.
A system wants a multi-year imaging capital plan tied to equipment age, utilization, market demand, and strategic growth priorities.
A hospital needs to determine whether to replace, upgrade, relocate, or defer imaging equipment based on clinical and financial impact.
A system is preparing a major imaging equipment purchase and needs full RFP development and management, from vendor solicitation through contract negotiation.

Associated engagement types

  • Imaging capital planning and prioritization
  • RFP development and management for major capital purchases
  • Equipment replacement and lifecycle planning
  • Modality expansion and ROI analysis
  • Vendor proposal and RFP evaluation
  • Equipment configuration and service contract review
  • Multi-year capital roadmap development

Referral Engagement Program Design

Designing structured referral engagement programs that strengthen relationships with internal and external referring providers, improve access, and help imaging organizations retain and grow referral volume.
CLIENT CHALLENGES
  • No formal provider liaison or referral engagement function
  • Limited alignment between imaging departments and referring providers
  • Referral volume shifting to competitors
  • Limited visibility into referral source performance
  • Inconsistent referring provider service experience
  • Scheduling, access, or turnaround concerns affecting referral patterns
  • No clear outreach strategy, territory model, or performance accountability
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HOW THIS LOOKS IN PRACTICE
A hospital system wants to strengthen relationships between its imaging departments, employed providers, and independent referring physicians.
An imaging organization suspects referral volume is shifting to competitors but lacks the data to understand where, why, or from which referral sources.
Referring providers report inconsistent scheduling, access, or turnaround experiences, and the organization lacks a clear relationship owner.
Leadership wants to launch a referral engagement program and needs a defined role structure, territory model, reporting cadence, and KPIs.

Associated engagement types

  • Provider liaison model and outreach framework
  • Referring provider segmentation and market opportunity assessment
  • Referral leakage and service recovery review
  • Secret shopper / referring provider experience assessment
  • Program KPIs, reporting, and accountability structure
Meet Sam. She's your dedicated Regents Health Resources specialist ready to hear about your current challenges.

​Get in touch today!