What I do
Capabilities
This is the work Vitalis Health Strategies is built to do, delivered through one of three lenses. The subject changes. The depth does not.
Retained Advisory
The full range, delivered through long term partnership.
On a retained basis I am present across all of it, strategy, operations, regulatory, and growth. Not every engagement uses every capability below, though all of them are available.
Practice development and launch
Site selection, space planning, contractor coordination, equipment procurement, and regulatory approvals. From the first conversation to opening day, the process keeps moving and the decisions stay grounded in the numbers.
CPSA, NHSF, and accreditation
The full accreditation path including PADV submissions, pre accreditation meeting preparation, standards mapping, and assessor readiness. Practices go into accreditation prepared rather than reactive.
Operations, revenue cycle, and digital
Operational design, workflow optimization, EMR and practice management selection and implementation, billing and revenue cycle management, and digital transformation at any stage of growth.
Regulatory, policy, and recruitment
Provincial College compliance, privacy legislation including PIPA, PHIA, and PIPEDA, policy and procedure development, and recruitment of physicians and clinical leadership aligned to culture, compensation structure, and long term retention.
Fractional Executive Leadership
Senior physician executive leadership embedded in your organization.
For organizations that need executive capability without a full time appointment, I integrate into the team and carry real accountability.
Strategy and organizational design
Multi year strategy built and executed with ownership and leadership, covering market positioning, service line expansion, growth planning, and the structure required to support it.
Financial oversight and performance
Oversight of financial performance, KPI frameworks, budget planning, and the operational levers that drive margin and sustainability.
Team leadership and culture
Leadership of clinical and administrative teams, performance management, culture development, and the dynamics that decide whether a practice thrives or stalls.
Stakeholder and partner relations
Relationships with landlords, lenders, regulators, referral networks, and strategic partners, which owners often carry alone.
Board and Advisory
Physician executive perspective at the governance level.
I serve in formal board and advisory roles where clinical and strategic depth at the table adds something the board does not already have.
Strategic governance
Input on organizational direction, major capital decisions, risk management, and long term positioning through growth or transition.
Mergers, acquisitions, and transactions
Buy side and sell side advisory, practice valuation, equity structuring, partnership entry frameworks, and transaction facilitation across Canada.
Clinical and operational oversight
Oversight of clinical standards, accreditation status, regulatory compliance, and operational performance.
Advisory council participation
Structured advisory roles for health adjacent businesses, digital health companies, and healthcare investors.
The clinic journey
From a site on a map to a clinic seeing patients.
A new build runs roughly eighteen months from first conversation to opening day. Here is where I add value along the way.
Stage 01
Feasibility and site selection
Catchment and competitor analysis, tenancy options, and an honest read on whether the numbers support the location before anything is signed.
How the work is structured.
See how engagements are structured