Relentless Health Value

These days, hospital systems can’t rely on simply doing more procedures as a way to increase their top and bottom line. Payers—and by payers I mean those actually footing the bill, like employers, taxpayers, and patients—simply can’t afford the low-value volume that fee for service has historically driven.

So how can a hospital system optimize their bottom line in this ecosystem? By considering their inefficiencies, that’s how. Fitzroy Health helps hospital systems who have fixed inefficiencies to scale and commercialize their infrastructure and processes. And Fitzroy Health also helps hospital systems still struggling with those same inefficiencies to outsource or purchase the solutions their peers may have commercialized. Today I speak with James Nicholls, managing director over at Fitzroy Health.

You can contact James by emailing him at jnicholls@fitzroyhealth.com
or learn more by visiting fitzroyhealth.com.

James is the founder and managing director of Fitzroy Health, a leading international health care investment and commercialization firm. He has served as an executive, entrepreneur, and investor in health care firms across numerous international markets. James sits on the boards of RJ Health Systems, DosedDaily, Salute Safety, and Flex Health. He was awarded Entrepreneur of the Year at The Wharton School 2009 WEC Expo and has been profiled by the Financial Times. James holds a BA from The University of Melbourne and an MBA from Columbia Business School.

01:40 The significant value in health systems that Fitzroy Health is looking to unlock.
03:05 Examples of operational excellence within health systems.
03:59 Incremental innovation.
04:33 The return on innovation, or ROI—return on investment in innovation.
04:49 The Navicent example.
06:22 Other examples of commercialized activity.
07:26 The demand in the market.
10:13 The relevance of solutions built in hospitals.
11:48 The motivation for competitive health systems to assist one another.
15:17 What can give a business a leg up in a hospital system.
15:42 Why Fitzroy Health’s work is timely and important for health systems right now.
17:39 Why traditional revenue models aren’t working any longer.
19:49 “No margin, no mission.”
20:47 Helping hospitals through this transition phase.
21:15 Reimbursable revenue.
22:52 “Why would I ever go to another hospital to become more efficient?”
23:42 Moving a solution from one care setting to another care setting.
25:26 “Hard is bad when you’re trying to start a company.”
25:35 Behavior change as the make-or-break criterion in health care businesses.

You can contact James by emailing him at jnicholls@fitzroyhealth.com
or learn more by visiting fitzroyhealth.com.