The Challenge
Pediatric specialists depended on strong relationships with referring physicians throughout Alabama, including practices in rural communities. Technology changes created additional challenges for some practices in accessing timely information about patients they had referred for specialty care.

The Approach
Worked directly with referring practices to understand their needs and coordinated waves of online training to help physicians and staff navigate new technology and access patient information. The approach recognized that practices had varying levels of technology readiness and provided opportunities to ask questions in a more comfortable, personalized setting.

The Impact
Helped referring physicians maintain more timely visibility into specialty care and supported stronger communication between community practices and the pediatric specialists caring for their patients.

LMR Perspective
A referral is not the end of the relationship. Strong physician relationships depend on access, communication, responsiveness and trust throughout the patient's care journey.

The Challenge
A growing urgent care organization needed to expand digital access, improve the patient experience and remain competitive as consumers increasingly expected convenient online registration and scheduling options.

The Approach
Served as the marketing and patient-experience lead in evaluating, selecting and implementing a digital patient-access platform across the clinic network. The solution integrated with the EMR, enabled online registration and arrival-time reservations, and provided clinic-level patient feedback to support timely service recovery and staff recognition.

The Impact
Credit-card-on-file adoption increased from approximately 45% to 87%, strengthening the organization's ability to collect patient balances following discharge while expanding convenient digital access for patients.

LMR Perspective
Digital strategy creates greater value when patient experience, operational workflow, financial performance and competitive positioning are considered together.

The Challenge
An occupational medicine and workers’ compensation program needed to strengthen employer relationships, identify growth opportunities and increase awareness of expanded access to care, including after-hours and weekend treatment through an affiliated urgent care network.

The Approach
Used weekly employer utilization reports to identify trends, changes in activity and opportunities for targeted outreach. Combined data-informed account management with employer visits, prospect development and industry engagement to better understand client needs, strengthen relationships and identify opportunities for service recovery or staff recognition.

The Impact
Created a more intentional approach to business development—using utilization data to guide outreach while strengthening employer relationships, supporting retention and identifying opportunities for continued growth.

LMR Perspective
Data can tell you where to look, but relationships often tell you why something is happening. Sustainable business development requires both—using insight to start better conversations and relationships to turn those conversations into action.

The Challenge
Healthcare organizations often evaluate performance through operational data, surveys, and internal reporting—but those measures don't always reveal what it actually feels like to navigate the organization as a patient or prospective employee.

The Approach

As part of an independent healthcare mystery-shopping engagement, Leslie evaluated the experience from two distinct perspectives. She traveled to Chicago and independently navigated the employment application and candidate process and, in a separate assessment, navigated the patient experience through a hospital emergency department for knee pain.

The Impact

Leslie provided an assessment of both experiences, identifying observations and opportunities that might not have been apparent from inside the organization.

The experience reinforced the value of looking beyond internal processes to understand how an organization is actually experienced by the people it serves.

The LMRHA Perspective

Organizations naturally see their services from the inside out. Patients, employees, physicians, referral partners, and other stakeholders experience them from the outside in—and the two perspectives don't always match.

Sometimes the most valuable insights come from experiencing the organization as others do: making the call, navigating the website, scheduling the appointment, entering the facility, asking the question, or moving through the process firsthand.

At LMR Healthcare Advisors, we believe meaningful improvement begins with understanding the experience through the eyes of the people an organization serves. That outside-in perspective can reveal opportunities that data alone may not show—and turn everyday interactions into stronger relationships, greater trust, and better experiences.

LMRHA can incorporate experience assessments, mystery shopping, and stakeholder journey reviews into broader engagements to help organizations identify gaps, validate assumptions, and uncover practical opportunities for improvement.

The Challenge
Major healthcare technology implementations and EMR conversions require physicians and staff to learn new systems and workflows while continuing to care for patients.

The Approach
Supported implementation and adoption through physician and staff engagement, training communications, educational materials, internal campaigns and “Super User” programs that made trained resources visible and accessible throughout the transition.

The Impact
Helped translate complex technology changes into practical information and support, giving stakeholders additional resources to understand, navigate and adopt new systems and workflows.

LMR Perspective
Technology implementation is ultimately a people project. Strong communication helps turn implementation into execution—and execution into adoption.

The Challenge
A multi-site urgent care organization relied on a traditional telephone system that lacked capabilities increasingly important to patients and clinic teams, while costing more than $250 per clinic per month.

The Approach
Helped evaluate and implement a more advanced communications solution offering text-back capabilities and EMR integration. The new system provided additional options for responding to patients when staff could not immediately answer a call while also helping streamline documentation and workflow.

The Impact
Telephone service costs decreased to less than $100 per clinic per month, while the organization gained enhanced patient-communication capabilities. Across the clinic network, the change resulted in approximately $57,000 in annual savings.

LMR Perspective
Better service and responsible stewardship do not have to be competing priorities. Thoughtful evaluation of technology, workflow and cost can uncover opportunities to improve the experience while making better use of organizational resources.