Anti-case studies
Where we’re the wrong fit
A note from Jared and Bharat
Building trust in healthcare is notoriously difficult, and we know how much trust our clients place in us. That’s why, even when we aren’t the right fit, we handle things with as much professionalism and care as we can.
We want to be transparent with any clinic thinking of partnering with us. So alongside our case studies, we share our anti-case studies.
An anti-case study is a time we tried to support a clinic and, unfortunately, didn’t find success. Looking back, each one came down to one of four reasons.
The four reasons
We’ve withheld the clinics’ names. Each one ended on professional terms.
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Patient volume was too low
Two clinics, names withheld
- Both clinics ran fewer than about 500 appointments a month, and one person handled every booking and all the admin.
- Coherent takes real work off a front-office team. With one person on the desk, every change routed through them, and the patient numbers weren’t there to justify the cost.
- We kept working past the end of both contracts, then wound down on mutual terms and handed everything over.
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Decision makers and the front office wanted different things
A multi-site group, name withheld
- Leadership wanted a more efficient front office. The front-office teams felt it threatened the way they worked.
- The buyer believed in it and the team didn’t, so each clinic pulled its own way. However good the work, that tension makes success unlikely.
- We left early, on good terms, and didn’t hold the group to its notice period.
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The data had no structure
A multi-specialty clinic, name withheld
- We set out to run a patient retention programme, and couldn’t agree on who should be contacted.
- The clinic couldn’t tell us who to leave out. If the data can’t tell a lapsed patient from one in the middle of treatment, we can’t follow up safely.
- We don’t need perfect data, but we do need a clean starting point, and there wasn’t one to build on.
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The diary changed from week to week
The same clinic as reason 3
- Every new enquiry meant checking one clinician’s availability by hand.
- Bookings were handed to someone else to confirm instead of going straight into the PMS. Each handover was a chance for the patient to drift.
- We kept working past the end of the contract, parted on mutual terms and handed everything over. Enquiries that still reach us go straight back to the clinic.
When it doesn’t work out
We handle patient data and run part of your front office, so how we part matters as much as how we start.
- We say so early. If one of these four reasons shows up, we raise it with you. We won’t quietly run down the contract.
- We hand everything over. You get a full history of every patient interaction.
- We pass on late enquiries. For up to six months after we part, booking enquiries that still reach us go straight to your clinic.
- We keep the exit terms clear. They’re set out in your contract, and we reserve the right to waive notice periods in your favour, at our sole discretion.
If none of these sound like your clinic, we’d be glad to talk. If one does, tell us on the first call, and we’ll give you a straight answer on whether we can help.
Jared Aron and Bharat Reddy
Co-founders, Coherent Healthcare