VMG Health offers seasoned healthcare experts to support and guide strategy around growing current services and developing new initiatives. With insight into thousands of healthcare engagements annually and experience with every healthcare sector and physician specialty, VMG Health’s market intelligence is unsurpassed. Our team members have extensive experience with a myriad of healthcare strategic initiatives and have become critical members to growth and development teams across the country.

Our team can assist mid-strategy or assist with developing a strategy by collaborating with our clients to assess various strategic opportunities and potential threats.  At VMG, we believe in working closing with senior leaders to identify options and concepts in an expeditious manner.  We do not work in a silo in our office or home – we strongly believe in working collective with our clients on key strategic plans to obtain buy in and increase the likelihood for success. Our planning efforts do not result in “VMG Plans” – rather we help our clients develop their plans as their insight and needs will drive success.  Lastly, we understand time is a valuable resource for our clients and we always aim to make our work sessions and meetings with clients as efficient and meaningful as possible.

Recent projects for in the growth strategy and development area include:

• Strategic planning for three safety net hospitals, a large multi-state System and physician groups.
• Deciding to exit a market for some or all of a health systems services, including sales of hospitals; urgent care centers; and post-acute facilities.
• Ambulatory care planning to include market assessment (demand for services by community) and financial feasibility services.
• Conducting financial feasibility studies focusing on potential ROI and IRR including ambulatory surgery centers; retail imaging centers; home health initiatives; joint ventures, and health system JOAs.
• Assisting organizations develop their CIN and providing strategic prudence of entering into an existing CIN.
• Academic Medical Center strategic re-positioning. Our team is being increasingly asked by AMCs to review their strategic position and identify opportunities to streamline and expedite decision making.
• Assessing diversity of revenue streams by selling needed health care support services to other organizations who can benefit from the larger size of other healthcare systems. Areas of focus in this arena include data analytics, EMR hosting; supply chain; revenue cycle; and other non-clinical services.