• For healthcare providers in a rapidly changing world: A roadmap to success and a partner to get you there.

  • An unrivaled team of expert consultants

    • James V. Young photo 660

      -CEOs have a limited amount of time to show results before Boards become restless and an organization dynamic starts to change. The perceived 100 day honeymoon period is a notion for romantics. If you expect the organization to increase its sense of urgency, then start by looking at yourself. Senior leaders doing what they say they will do and focusing on the most problematic areas send the most powerful message possible.-

      Boe Young, Senior Vice President
    • Jay P. Zerwekh, Healthcare Consultant

      -Over the past several years, more than half our business has come from past clients. Nothing feels better than having a client call us again because it is such a tangible affirmation of our value.-

      Jay P. Zerwekh, Senior Director
    • BBooth Bio picture1

      -Healthcare must change and a good lean process empowers caregivers to create the kind of change that transforms the patient experience, reduces cost, and supports better outcomes.-

      William Booth, Jr., Senior Director
    • David G Bio photo

      -The informal networks within a hospital and healthcare systems comprise the actual way work gets done within the organization. Using our methodology of organizational network analysis (ONA), we have been able to explore those networks and find actionable interventions that make the organization run more efficiently, with more alignment and energy.-

      Dr. David Galloway, Senior Director
    • Gary Auton, Healthcare Consultant

      -Healthcare Systems need to understand how the informal network that exists among the leadership team impacts organizational performance. Insights into this network can be leveraged to drive transformation initiatives and culture change.-

      Gary Auton, Senior Director
    • Mitchell-Galloway-Healthcare-Consultant-2

      -There is simply too much improvement work to be done for healthcare leaders to do it all well, do it quickly, and keep up with the day to day business. We must find a way to increase their capacity to get things done.-

      Mitchell Galloway, Executive Vice President
    • Larry bio photo

      -The reality is that more and more systems are discovering — often in a very painful way — that even if their cost structure matches the highest benchmark levels of performance, this level of performance will not be enough to close the gap. The key is to manage margin, not cost. –

      Larry Steton, Senior Vice President
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