The Challenge: Growth at the Cost of Stability
PT Solutions entered a phase of aggressive national expansion, managing over 500 clinical locations. However, the rapid pace of acquisitions created significant friction points:
All changes had to preserve clinical uptime and clinician productivity while integrating new clinics on aggressive timelines—without adding internal headcount.
- Budgetary Volatility: IT budget variance was trending at 280%, complicating PE-investor relations.
- Procurement Lag: Critical clinical device fulfillment took ~14 days, stalling new site launches.
- Integration Debt: No standardized process existed to onboard the 85+ clinics acquired across the Northeast, Mid-South, and Florida.
The Strategy: Professionalizing Service Delivery
The transformation focused on shifting from a reactive "support" mindset to a proactive "operations" model through three key workstreams:
This was a private-equity operating-model reset: establish predictable spend, accelerate clinic readiness, and build repeatable integration governance that could scale acquisition after acquisition.
I orchestrated a cross-functional operations engine spanning service desk, field support, procurement, and infrastructure. I instituted disciplined financial and operational governance, leading monthly reviews with the C-Suite and SVP-level leadership to ensure 100% alignment between technical service delivery and the organization's P&L.
1. Vendor & Fiscal Sovereignty
Restructured the vendor ecosystem by eliminating redundant Value-Added Resellers (VARs) and moving to direct-manufacturer agreements with Dell. This eliminated markups and secured Net 60 payment terms, improving cash flow predictability.
2. Automation as a Force Multiplier
Deployed Microsoft Intune and Tanium for modern endpoint management. By implementing "Zero-Touch" provisioning, device setup time was slashed from hours to just 20 minutes.
3. The M&A Playbook
Developed a comprehensive, repeatable M&A integration playbook covering pre-acquisition due diligence, Day 1 readiness, and post-go-live hypercare. This allowed for multi-region integrations without expanding internal headcount.
4. C-Suite & Operational Governance
Established monthly governance cadences with the C-Suite, SVPs, and Finance to ensure IT spend remained aligned with clinical priorities. Served as the IT lead for monthly reviews, providing executive leadership with a "balanced scorecard" that integrated financial performance with critical service metrics, including **SLA attainment, First-Time Resolution (FTR) rates, and ticket volume trends**.
The Results: Measurable Impact
Through disciplined forecasting and transparency, the organization achieved a 97% improvement in fiscal accuracy.
- Bottom-Line Savings: Exited unfavorable MSP agreements to generate $1.6M in annual savings.
- Speed to Clinical Readiness: Reduced hardware fulfillment time from 14 days to 3 days.
- Cloud Efficiency: Optimized hybrid Azure environments to deliver an additional $19K/month in savings.
- Service Excellence: Improved internal response times by ~40% through insourcing and workflow redesign.
- Operational Visibility: Matured reporting by implementing executive and operational dashboards integrating **Freshservice and PRTG** data, providing real-time transparency into system health, SLA attainment, and resolution trends.
- Institutional Knowledge: Established a high-performance culture through SOP libraries and "train-the-trainer" models adopted system-wide to ensure technical readiness across a distributed field team.