Slicker services. Higher productivity. Smarter growth.
I help NHS trusts, commissioners, independent providers and private clinics get more from every theatre list, clinic and pound. Practical support from 20 years of senior healthcare operations.
Illustrative example, not client data.
Different organisations. The same need for grip.
Whether you run an acute hospital, commission community care or own a private clinic, the questions are similar: where is the capacity, what does it cost, and is the next step worth taking?
Productive theatres and outpatients
Hands-on support for divisions and care groups that need more activity from the same lists, clinics and teams. I work alongside your operational teams, not over them.
- Theatre utilisation and session planning
- Late starts, early finishes and turnaround
- On-the-day cancellations and pre-op
- PIFU, DNA and follow-up reduction
- Elective recovery and access
- Interim operational leadership
Moving care closer to home
Support for commissioners and community providers designing tier 2 and community services that take pressure off hospitals and deliver care in the right place.
- Left shift and pathway redesign
- Tier 2 and intermediate services
- Commissioning models and specifications
- Community waiting list recovery
- Demand and capacity across systems
- Business cases for new services
Grow an NHS-funded service with confidence
Support for independent providers delivering NHS care, including neurodevelopmental and Right to Choose services: from first contract to scaling up across new regions.
- Expansion plans and option appraisals
- Forecasts and financial models
- ICB engagement and commissioning
- NHS contracting and activity reporting
- Capacity and workforce planning
- Governance and operating model
Know whether it’s worth it before you spend
Independent advice for private clinics, including aesthetics, on adding procedures, opening sites and adapting to new regulation. Clear numbers and an honest view.
- Cost-benefit analysis for new procedures
- Break-even and payback volumes
- Pricing and margin review
- Regulatory readiness, including CQC
- Clinic efficiency and utilisation
- Business plans for lenders and investors
Eight ways I can help
Each one can be a focused piece of work with a fixed price, or part of ongoing advisory support.
Theatre productivity
More cases from every list: utilisation, session planning, start times, turnaround and cancellations.
Find out more →Outpatient productivity
PIFU, DNA reduction, advice and guidance, and clinic templates that make every slot count.
Find out more →Community & left shift
Tier 2 and community services that move care out of hospital, commissioned and run well.
Find out more →Elective recovery & access
Validated waiting lists, realistic trajectories and the weekly grip to deliver them.
Find out more →Business cases & modelling
Forecasts, scenario models and business cases that boards, lenders and commissioners can trust.
Find out more →Private clinics & expansion
Should you add that procedure or open that site? Cost-benefit analysis before you commit.
Find out more →Independent & Right to Choose
Set up, contract and scale services that deliver NHS-funded care, with governance to match.
Find out more →Interim leadership
Associate Director or Director of Operations cover for turnaround, transition or a gap in the team.
Find out more →How much capacity are you losing?
Small losses on every list and clinic add up to thousands of patients a year. Move the sliders to see what recovering them could mean for your service.
Your theatres
Based on 46 operating weeks a year. Illustrative only. A theatre review uses your own session data.
Theatre productivity →Your outpatients
Based on 46 clinic weeks, half of appointments being follow-ups, half of PIFU patients not needing to rebook, and 12 patients per clinic. Illustrative only.
Outpatient productivity →Is the new procedure worth it?
Adding a treatment, a room or a practitioner is a commercial decision. I build the cost-benefit case, show the volumes you need to break even and test whether demand is really there.
- Full cost per treatment, including practitioner time and consumables
- Break-even volumes and payback period on equipment and training
- Regulatory and insurance impact, including incoming aesthetics licensing
Good advice in healthcare comes from people who have run services. I bring an operator’s view, and the numbers to back it up.John Murray, Founder, JM Healthcare
From first call to lasting change
Every piece of work is scoped to the problem, but most follow the same four stages.
Conversation
A free 30-minute call to understand the problem and whether I am the right fit.
FreeDiagnostic
A focused review of your data, pathways, costs and capacity to find the real constraints.
Typically 3–10 daysPlan & model
A clear plan with trajectories, financials and owners, built to stand up to scrutiny.
Fixed scopeDelivery
Working with your team to put it in place, then handing over routines that last.
Day rate or retainerSenior experience, without the big-firm overhead
You work directly with me from the first call to the final handover. No junior analysts, no slide decks that sit on a shelf.
About John Murray →Typical large consultancy
- Partner sells, juniors deliver
- Long discovery phases
- Generic frameworks
- Day rates often over £1,000
JM Healthcare
- One senior lead throughout
- Diagnostic in days, not months
- Built on how services really run
- Clear, fixed prices agreed up front
Let’s talk about your service
Tell me what you are trying to fix or grow. In 30 minutes we can work out whether I can help and what it would take. No cost and no obligation.