The GPMF Holdings family of companies is built upon the shared vision that information technology and process improvement are key elements in improving healthcare for patients and clinicians alike. The industry is substantial.

Slide Nearly 20% of GDP (~$4,000,000,000,000) About 40% of this amount is spent on hospitals and care delivery Comprised of ~6,100 hospitals Of which ~1,000 hospitals with total annual revenues between $1 and $10 Billion dollars account for nearly 60% of this number Healthcare providers IT spend will grow by 5% in 2020 to $136 Billion dollars In the United States, healthcare is: Those 1000 hospitals make up the current and prospective client base of the GPMF healthcare ecosystem. A significant driver of IT spending

The Auto Industry vs. Healthcare

For much of the last century, the auto industry has grown and prospered around the big three; General Motors, Ford, and Fiat/Chrysler. It’s a formula that’s worked effectively in Germany (Volkswagen, Mercedes-Benz, and BMW), and Japan (Toyota, Nissan, and Honda) and other countries as well. In each geographic area, the companies work independently but benefit from an established supply chain, distribution network, skilled and educated labor pool, and standardization of manufacturing and organizational processes. The economic benefits are readily apparent.

The healthcare industry doesn’t have a “big three,” resulting in thousands of multi-billion dollar independent organizations.

Going it Alone

There is no centralization in healthcare and no national market leaders to help set standards. Hospitals and health systems are geographically constrained, operating multi-billion-dollar businesses by serving a customer (patient) base located within a 150-mile radius of its primary facility.

  • Individual rights, responsibilities, and customer (patient) expectations are not well aligned with either financial or delivery/production realities.
  • Providers are geographically constrained.
  • The ability to attract higher level talent is restricted, with competition, if any, originating primarily from similar local institutions.
  • They have limited control over prices and costs.
  • External pressures (i.e. regulation, politics, community concerns) create unique accountability and risk.

Technology Standards

Each health system deploys and operates technology independently, resulting in a far less standardized infrastructure, varying financial controls, and a siloed manpower organization. Departments are inherently inefficient and ultimately these costs are passed along to individuals, insurance, and government entities. Further, actual clinical outcomes are negatively affected. The ability to adopt modern, standardized IT elements are hindered, resulting in difficulties in exchanging and using clinical patient data, easing work demand on clinicians, and integrating the clinical and social elements of healthcare.

Taken together, lack of proper technology leadership and accountability, along with the parochial nature of hospitals, has led to a clash between IT demands and IT resources. Generally speaking, IT budgets are growing more slowly than demands on their services. The lack of efficiency and standardization exacerbates the situation. This trend shows no sign of slowing.  From more complex imaging and diagnostic tools, to drug development, treatments, data analytics, and the push for government to somehow control costs, the need to do more with less continues to intensify.

GPMF Holdings has been created to service the various needs of healthcare today.

The Ecosystem at a Glance

Through a combination of embedded operations and “standard” consulting services, GPMF companies assist hospitals in creating the IT infrastructure, operational processes, and financial changes that must be embraced to succeed in today’s competitive healthcare industry landscape.

Healthcare organizations spend millions of dollars every year on consultants that tell them what to do. They swoop in, conduct their analysis, file a report, make their recommendations, and commonly leave the hospital not fully prepared to implement their recommendations.

GPMF companies shift the paradigm.  We firmly believe that our expertise should be integrated into a client’s culture. We’ll take the lead but ultimately, it’s our job to write the roadmap and allow them to own it. We take the necessary operational roles (interim CIO, CTO, Director of Technology, Chief Security Officer) needed to overcome the cultural inertia that interferes with progress. Further, GPMF abilities include clinical, regulatory, financial, operational, and legal services in addition to first rate technological skills. The “secret sauce” is the proper blending of these abilities into a unified approach, with flat rate billing and flexible scope that over time, underscores the success achieved at leading healthcare organizations throughout the United States.

Entities