Hospital corridor

Endeavor Management  ·  Growth Infrastructure

You finished
your plan. Now what?

Most health systems have a strategic plan. Few have the right team to activate it. That's the gap we close.

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Growth Investment Benchmark

Benchmark Your Growth Investments

  • Access as much data as you provide
  • Complete one panel at a time
How the Program Works

BTN is organized into four focused panels so you can participate at your own pace.

01
Profile & Key Metrics

Organization profile, top-line budget, and FTEs. Takes about five minutes to complete — start here to begin seeing results.

02
Budget Deep Dive

Category allocations and expense splits, simplified into 10 categories with percentage breakdowns for salaries, vendors, and internal costs.

03
Structure & FTE Composition

Functional roles across MarCom, including Community Outreach, Digital/Web, Creative, and Research & Strategy.

04
AI Adoption & Attitudes

Top MarCom priorities and confidence levels, AI adoption and maturity, budgets, FTEs, tools, and readiness.

Benchmark Your Investments

Growth is the priority, yet MarCom budgets are under pressure.

85%

of respondents say Growth is a Top MarCom Priority

68%

report MarCom budgets flat or down vs. prior year — +24pp YoY

Sources: BTN: MarCom 2025–2026 Panel 4; Q38. Which of the following are key strategic priorities for your MarCom organization? Select up to 5. n=20.

The Problem We Solve

"The strategy is almost always right. What's broken is what comes before it — and what comes after."

Health system leaders invest in growth strategy. They hire the right people, commission the right analyses, and set the right priorities. Then the plan gets handed to an internal team with twelve other priorities, the consultants leave, and twelve months later the volume hasn't moved.

The gap is rarely in the strategy. It is in two places most systems underinvest in: a disciplined process for deciding which growth initiatives deserve funding — across both operating budget and capital — and sustained coordination across CSO, CMO, CNO, CFO, and COO from priority-setting through architecture design through ongoing activation.

45%
of employed PCP referral revenue leaves the network
$200–500M
referral leakage cost per health system per year
~1%
median health system operating margin despite growth investment

What Growth Actually Requires

Organic growth in a health system is multidimensional. Most growth architectures fail because they optimize one lever while ignoring the others. All five have to work together.

01
Provider Network & Workforce

The right PCP, specialist, and APP coverage — sized to the workforce capacity you can actually staff.

02
Access & Patient Journey

Scheduling, digital front door, and the full patient journey designed to engage and retain patients. This is where leakage happens.

03
Service Line Strategy & Quality

What to invest in and what to divest from. Stars, Leapfrog, HCAHPS, and access wait times drive referral retention.

04
Payor Strategy & Profitable Growth

Not all growth is good growth. Which volume actually makes money under current and projected payor contracts.

05
The Growth Accountability Chain

Strategy, brand, marketing, call center, and revenue cycle aligned to the same growth thesis. Few systems have explicitly designed this.

How We Work

We work the full arc — from helping leadership agree on what gets the investment, to designing the architecture that executes the plan, to deploying the programs that move the volume and staying accountable to the outcome. Most firms stop at the strategy. We finish it and ensure it actually gets deployed.

1
Phase 01
Diagnose
Prioritization & Growth Diagnostic
  • Score every growth initiative against quality, market demand, capital intensity, workforce, payor mix, and competitive position
  • Facilitate CSO + CMO + CNO + CFO + COO alignment until leadership agrees
  • Validate priorities against referral data — quantify revenue at risk and map architecture gaps
  • Assess operational readiness across the full activation chain
2
Phase 02
Design
Growth Architecture Design
  • Design provider network, service line, ambulatory, and access strategy tied to actual referral performance
  • Align physician and clinical strategy, care model, and payor contracts to the growth thesis
  • Build the analytics and integration infrastructure to measure what gets activated
  • Deliverable: three-year growth plan built to be activated, not filed
3
Phase 03
Deploy
Deployment Partnership
  • Stand up referral analytics infrastructure and operate it — EHR-to-PRM integration, live attribution, leakage dashboards
  • Deploy B2B outreach and consumer marketing programs for priority service lines
  • Embed alongside call center and RCM to ensure operational alignment to the growth thesis
  • Quarterly C-Suite reviews: volume, market share, contribution margin, ROI against the growth plan

Entry point: Phase 1 Growth Diagnostic — low-risk, fast, findings make Phase 2 inevitable.

What Makes This Different

We are accountable to the growth outcome — not the deliverable. Most firms hand you the strategy and leave. Endeavor Management Health stays through activation as your partner, bringing 30 years of referral analytics heritage, cross-platform strategy, technology, and people capability, and a deployment model built around volume outcomes and ongoing course correction.

Selected Credentials

3%
Market share increase in one fiscal year

Integrated growth strategy and physician alignment. Anonymized AMC, Southeast.

$75M
Destination program growth

Built and activated a destination program from market analysis through physician engagement. Anonymized AMC.

5 AMCs
Referral diagnostic deployed

Bi-directional source tracking and leakage quantification live across five academic medical center clients.

Insights

From the Growth Infrastructure Practice

All Audiences
Your Growth Problem Isn’t an Agency Problem.
Why most organizations get stuck solving the vendor problem — when the real question is whether you have a system built for growth at all.
CEO
Your Strategy Consultant Will Hand You a Playbook. We’ll Run the Plays.
On the gap between strategy and deployment — and why health systems that close it are growing while others keep commissioning reports.
CSO
Most Health Systems Don’t Have a Growth Strategy Problem. They Have a Priority Problem.
After years on the inside running strategy at a health system, the pattern is consistent — and it’s not what most people assume.
CEO
How Much Is Your Growth Strategy Costing You to Not Deploy?
Most health system CEOs know their growth strategy has an execution gap. What they haven’t done is put a number on it.
CFO
Your Three-Year Capital Plan Is Built on the Wrong Three-Year Growth Plan.
Capital planning and growth planning have been treated as parallel exercises in most health systems. They need to be the same exercise.
CEO · CSO
Your Brand Strategy and Your Growth Strategy Are the Same Conversation.
Two of the most expensive workstreams in any health system are usually run as if they have nothing to do with each other. They do.
CMO
Health System Marketing Is Sitting on Unrealized Value.
On misaligned expectations, disconnected infrastructure, and why the function that’s supposed to drive growth keeps having to justify its own existence.
CMO Leadership
The Health System CMO Is Set Up to Fail.
On identity crises, organizational amnesia, and why the role keeps cycling through talented people who were never given a real chance to win.

Where We Start

Our leadership needs to align on priorities first.

We bring the scoring framework — quality performance, market demand, capital intensity, workforce availability, payor mix, competitive position — and run the C-Suite conversation until leadership agrees. The output is a prioritized three-year growth roadmap that capital planning can actually use.

Our priorities are set, but volume isn’t moving.

We start with a structured analysis of your referral data, service line performance, provider network, access ecosystem, operational readiness, and strategy-to-RCM chain — showing you precisely where the growth architecture is broken and what each gap is costing. Findings make Phase 2 inevitable.

For a conversation about how this applies to your system

Strategy, technology, and people capability across every dimension of health system performance.

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