Operating partner to providers, payers, and integrated delivery networks navigating AI, margin pressure, and the next platform cycle.
Intelligine Group works with hospital systems, physician enterprises, payers, and care navigation platforms on the engagements where the operating model, the AI architecture, and the regulatory surface have to be addressed at the same time. The firm brings primary clinical training, McKinsey diligence experience across the sector, and a delivery cadence written for organizations that cannot afford a 12-month project timeline.
Advisory engagements across the system, the service line, and the back office.
<p>Advisory engagements in healthcare divide cleanly across three planes. The first is the enterprise plane: board-level strategy, capital allocation across the AI portfolio, and the operating model that holds the strategy accountable. The second is the service line plane: clinical operations, throughput, and quality, where AI sits inside a regulated workflow and the architectural decisions are consequential. The third is the back-office plane: revenue cycle, contact center, prior authorization, and the administrative surface that consumes a disproportionate share of the system's operating cost. The firm runs engagements at all three planes, and the diagnostic that opens each engagement is designed to identify which of the three is the binding constraint in you at hand.</p>
What the assessment looks at, and what it produces.
<p>The two-week assessment opens every engagement and is scoped against five named workstreams. Operating economics, examined at the service line level, with explicit attention to the contribution margin trajectory across the most recent eight quarters. Clinical and operational throughput, measured against length of stay, denied claim rate, days in accounts receivable, and the named service line metrics that the board uses to govern you. Technology estate, with a written inventory of the AI workloads currently in production, the workloads in pilot, and the workloads that have been approved but not started. Talent posture, with a written assessment of your capacity to absorb the operating model the AI estate now requires. Regulatory and compliance posture, including the documented model risk management practice and the audit artifacts in production at the time of the assessment.</p><p>The output is a written diagnostic, delivered to the executive sponsor inside 15 working days, that names the binding constraint, the architectural decisions the constraint requires, and the kill criteria the operating model should adopt. The diagnostic is not a recommendation deck. It is the artifact the board uses to authorize, or decline to authorize, the next phase of the engagement.</p>
A clinical-grade readiness instrument, not a generic maturity model.
<p>The AI readiness assessment in healthcare is differently structured from readiness assessments the firm runs in other sectors. The instrument has six dimensions, each scored on a written rubric, and the rubric is calibrated against actual production AI deployments in regulated clinical environments. The dimensions are: data fitness for clinical inference, governance posture against the relevant regulatory surface, model risk management practice, clinical workflow integration capability, change management bandwidth at the clinical staff level, and operating model maturity at the executive sponsor level.</p><p>The instrument explicitly does not score you on technology stack. The technology stack is a downstream consequence of the six dimensions. Institutions that score below the threshold on dimensions one through three are advised, in writing, that the architectural decisions they are contemplating are premature, and that the next 90 days should be spent closing the readiness gap before any production AI workload is approved.</p>
A two-year roadmap with a quarterly review cadence and an explicit rewrite trigger.
<p>The roadmap the firm authors is a two-year document with a quarterly review cadence built into the artifact at authorship. The roadmap names the workloads, the architectural commitments, the operating model implications, and the financial trajectory each commitment is approved against. Critically, the roadmap names the kill criteria and the rewrite trigger, and the rewrite trigger is delegated below the board so the artifact can move at the cadence the unit economics now require.</p><p>The financial trajectory in the roadmap is expressed in three layers. The first is the gross investment trajectory, against which the board approves capital. The second is the net economic trajectory, against which the operating committee governs the program. The third is the per-transaction unit economic trajectory, against which the rewrite trigger is instrumented. The three layers are reconciled quarterly, and the reconciliation is itself a deliverable.</p>
Seventy-two-hour MVPs against the system's own infrastructure and clinical data.
<p>For workloads that survive the assessment and clear the readiness threshold, the firm builds the architectural prototype. The prototype is a working system, built on your own infrastructure, against a representative slice of your clinical or operational data. The prototype is delivered inside 72 hours of the kickoff and is instrumented from the first call against the kill criteria written in the operating model rewrite. The prototype is not a slide. It is the artifact the operating committee uses to decide, with evidence, whether to authorize production stand-up.</p><p>The architectural pattern the firm builds against in healthcare is the wedge architecture described in the firm's March 2026 briefing, with three modifications specific to the regulated clinical surface. The audit trail is generated at the per-call level and retained on your own infrastructure. The routing layer is constrained to providers whose contractual posture supports clinical data processing under the relevant regulatory framework. The orchestration layer is explicitly written to surface the clinical decision in a form the licensed clinician can validate, modify, or override.</p>
Production stand-up inside 30 days, on your own infrastructure.
<p>Production stand-up runs from the close of the prototype through day 30 of the engagement. The stand-up team is small and named at the start of the engagement: one senior partner, one architect, two engineers from the firm, and a counterpart team from you. The system is deployed in waves, with each wave instrumented against the kill criteria and escalating to the operating committee on a weekly basis. The institution owns the asset on its own balance sheet at the close of the stand-up, and the firm retains an operating mandate for a defined period under the commission-and-operate structure described in the firm's December 2025 article.</p>
Examples of where the firm engages, and the kind of operating result the work targets.
Illustrative examples drawn from the firm’s engagement patterns. Figures shown are representative of the operating outcomes the firm targets within the engagement model. Tap a card to read the engagement.