A private company experiencing a downturn in COVID testing revenue needed to raise awareness and drive demand for test volume for other assays in their offering via promotion, outbound marketing and sales efforts.
The consulting team supported the operations and customer facing team to develop, implement and execute a sustainable and impactful commercial plan for revenue growth.
Consulting team initially met with leadership and key stakeholders to understand the current situation, impact, portfolio and goals. Weekly meetings to deepen understanding and construct a comprehensive commercial strategy plan. Included in the plan was marketing and media to raise awareness, promotion of performance, capabilities and accomplishments to drive inbound leads and sales tools, messaging and outreach to close business with new clients. Resource optimization was a key component with the goal to minimize cost and disruption to existing organization.
Executed in stages, the outreach and positioning immediately impacted volume of new clients, sales lead close rate, inbound queries and revenue. In stage 2, investment was made to broaden geography of client base and resulted in engagement and revenue generation from new regions.
Increased quarterly revenue by 136% in 90 days
MOMENTUM team supported a large PE firm evaluation of an M&A target through portfolio expansion.
A national PE firm made the strategic decision to expand its operating network through an M&A strategy. The company requested support diligence on the target company’s valuation, portfolio expansion, and a “100 Day Plan” for integration.
Consulting team commenced engagement by working with the PE team on the diligence process to include legal review, systems overview, operating procedures, labor line, customer evaluation, risk assessment, profitability, and potential new business across entire platform. A 100-Day plan was being created simultaneously for the platform company to execute upon post the acquisition. All stakeholders interviewed, data sets collected, assessment of systems, and financial modeling created.
Consulting team delivered a portfolio valuation, 100-day plan, and potential new growth client listing for post integration. Ultimately the company went forward with the M&A target company being acquired within 6 months.
Increased EBITDA by 11% via portfolio expansion.
MOMENTUM team supported a large PE firm evaluation of all systems and standard operating procedures to include EMR, HCM, CRM, and financial package to prepare for growth with scalable, reproducible, and repeatable systems.
A national PE firm made the strategic decision to build upon their platform company by expanding into new markets, product offerings, and job creation. The platform company needed to invest in more robust systems to manage increased encounters, billables, and headcount. The new accounting package was needed to prepare a more repeatable and predictable accounts payable, collections, cashflow, forecast, budget, and investor/Board package.
In collaboration with the platform company SMEs, the consulting team delivered a review of systems, proposed vendor selection, investment strategy, project plan, proposed investment strategy, and budget for upcoming budget process. Ultimately the company went forward with the acquisition and implementation of a new human capital management (HCM) system, a new accounting/budgeting software, an upgrade to the electronic medical record (EMR), and new customer relations management system module (CRM).
Due to these investments, a new cashflow, forecast, budget, and Board deck was created for the PE firm, investors, and Board of Directors.
Consulting team delivered a portfolio valuation, 100-day plan, and potential new growth client listing for post integration. Ultimately the company went forward with the M&A target company being acquired within 6 months.
Increased capacity by 167% coupled with a $500K annual reduction in COGS.
Team supported a public traded, patient testing laboratory on a new business strategy with a clinical trial function in their established laboratory.
Assist a boutique laboratory in developing, implementing, and establishing an expanded portfolio testing in clinical trials. The objective was to add a new business strategy to expand offering with a diversified product line, maximize instrumentation capacity, and grow revenue by ______.
Consulting team commenced engagement by working with the laboratory operations team on a review of current instrumentation, standard operating procedures, workflow, and logistics. The company identified key subject matter experts (SME’s) in operations, clinic workflow, and logistics. Consulting team worked with SMEs to develop an in-depth review of instrumentation capacity, workflow, staffing, protocols, SOPs, quality assessment, and timeline for sample/specimen receipt. A project plan was created with timelines, deliverables, ownership, budget, and resource alignment. Training provided the operational team a plan to implement clinical trial testing on their current instrumentation.
In collaboration with the company SMEs, the consulting team implemented the new clinical trial testing as a differentiated offering. The company was able to market and grow revenue as a clinical trial laboratory, testing for universities, pharmaceutical, and device organizations for their clinical trials. Established Good Laboratory Practice (GLP) to expand laboratory capability to perform clinical trials testing for pharma and device companies.
Added new growth channel resulting in incremental high margin revenue and long term customer contracts
Team supported a patient testing laboratory on decreasing costs associated to repeat testing and improve efficiency and quality.
A national, commercial reference laboratory was experiencing operational challenges with repeat testing. The consultant team was tasked with conducting a review of operations, staff competency assessments, and provide recommendations to increase operational efficiencies and improve quality.
Consulting team commenced engagement by working with the laboratory operations team on a review of standard operating procedures, workflow, staff performance, and staff competencies. The consulting team observed workflow, staff techniques, and staff adherence to SOPs and a thorough review of document control was provided A gap analysis was prepared, and recommendations were provided in a format covering the 5 “S’s” ‐ sort, set, standardize, shine, and sustain. Training was provided to the operational team at the individual level. New quality metrics were developed and assessed.
The recommendations, training, and increased awareness created an improvement of _____ in their repeat testing.
Annual reduction of $600K in COGs due to reduced rework and reagent costs
A publicly traded manufacturer required external leadership to negotiate the internalization of a Global licensing contract including the buildout of US operations and commercial function.
The manufacturing company needed to internalize all operational components including all stakeholder relationships including providers, payers, patients, while building operations, customer service, sales, and marketing into a newly formed CLIA lab with all functions internalized into a highly functioning turn key fully licensed operation.
Consulting team commenced engagement by working with the company and meeting with the national reference laboratory leadership and legal team that was performing all testing, support, and billing for the technology. All relations required a full understanding of the national contract, transition of the operations, billing/collections, client base, and sales force. Value streams were created for each function to include revenue, operations, sales function, client 2x2 meetings, and payer relations by contract. Simultaneously, the consulting team assisted the manufacturer that would soon internalize the test, to define the operational structure of the new CLIA lab, select the sales team, create new marketing and branding, and begin payer relations. The MOMENTUM team remained as coaches for the Board, leadership team, and operations team.
The manufacturing company internalized the testing with a new CLIA lab, sales and marketing teams, billing and collections, customer service, and payer negotiations.
Increased average sales price by 300%.
A Fortune 500 company engaged MOMENTUM to assess an acquisition for all aspects of the company’s operational structure ‐ executive, operations, sales/marketing, medical, customer service, and regulatory.
The consulting team supported the leadership across all functions to create a sustainable growth structure, operating model, and strategy.
Consulting team commenced engagement by working with the company and meeting with each leader on the executive team, operations, sales, marketing, medical, regulatory, billing, facilities management, IT, and customer service. MOMENTUM’s consulting team aligned with each leader so that the engaged organization could utilize their respective consultant for their function as an expert and coach. The team conducted interviews that would review pre-analytical, analytical, and post-analytical activities to understand the value stream. The consulting team observed operational workflow, logistics, instrumentation capacity, space utilization, and reviewed vendor contracts, labor line, and competencies of each leader. The commercial team reviewed all product lines, revenue, client lists, sales approach/training, branding, marketing material, forecasting, billing/collections, and competencies of the leader. Regulatory items were outlined for the leadership. The aligned consultant prepared a thorough gap analysis report and recommendations for courses of action on the top 3 to address in each function. The overall strategy and vision were discussed with the executive team. Findings and recommendations were reviewed with the entire executive and senior leadership team.
In collaboration with the executive team and senior leadership team, the company focused on the “go- forward” strategy, enabling a $30M savings over 10 years with the operational restructure, sales team enablement, operational workflow adjustments, and instrumentation capacity maximized. The MOMENTUM team was available as coaches for each of the respective function leaders throughout the engagement.
Increased annual EBITDA by $3M EBITDA with new Opex model.
A publicly traded company engaged MOMENTUM to help integrate new acquisition and implement QA program, a laboratory redesign, and “Voice of Customer”.
The consulting team supported the operational team to create a sustainable growth structure and operating model.
Consulting team commenced engagement by working with the company and meeting with each leader in operations, sales, marketing, medical, regulatory, IT, and client services. The team conducted interviews that would review pre-analytical, analytical, and post-analytical activities to understand the value stream. The consulting team observed operational workflow, logistics, instrumentation capacity, space utilization, and reviewed vendor contracts, labor line, and competencies of each leader. The aligned consultant prepared a thorough gap analysis report with recommendations with a plan, tools, laboratory redesign utilizing a Lean strategy.
In collaboration with the operational team, the company focused on the plan, enabling a reduced cost of histology cases by 10% and improved bottom line by $480K per year with improved process flow. The team implemented a new Quality Assurance (QA) program, improving trends, root cause analysis, and reducing repetitive errors. This increased the bottom-line revenue by 49%, improving efficiencies that provided the laboratory the capability to grow by 70% year-over-year in specimen accessions. Achieved a ”no findings” CAP inspection by identifying and correcting numerous Phase II deficiencies in advance. Re-established operations and sales interaction through “Voice of the Customer” calls and sales presentations. This help reduce specimen-tracking calls to the laboratory and reduced pathologist interruptions. The consulting team assisted the laboratory with the Laboratory Information System (LIS) implementation.
Decrease COGS by $480K per year resulting in a 49% improvement in gross margin while increasing capacity by 70%.
A National Laboratory Certification Program (NLCP) forensic toxicology laboratory required assistance on expansion into a new space.
The consulting team acted as the owner representative in selecting new space and construction of a 48,000 square foot laboratory and office.
Consulting team commenced engagement by working with the company and meeting with each leader in operations, sales, marketing, medical, regulatory, IT, and client services. The team conducted interviews that would review pre-analytical, analytical, and post-analytical activities to understand the value stream. The consulting team observed operational workflow, logistics, instrumentation capacity, space utilization, and reviewed vendor contracts, labor line, and competencies of each leader. The aligned consultant prepared a thorough gap analysis report with recommendations with a plan, tools, laboratory redesign utilizing a Lean strategy. Researching and locating suitable laboratory space. Directed design for a modular laboratory with high regulatory design. The team directed a multi-stage office and laboratory move without an impact on client turn-around-time (TAT) by planning and developing a move schedule and coordinating with instrument vendors.
The laboratory team experienced no “down-time” passed the NLCP inspection at new site. In tandem, the consulting team helped install new hardware and implement a new Laboratory Information System (LIS) from laboratory operations, accessioning, screening, confirmation, certification, and reporting. Also implemented ancillary modules for billing, QA, and logistics support.
0% Down Time w/ Large Scale Facility Move
Team supported the company on the selection of sales force training, sales forecasting, and CRM to professionalize the sales team, increase sales forecasting, and create visibility on the client base.
Organization was prepared to invest in the sales team through professional training, development of a sales system, and tracking client outcomes.
Team commenced engagement by working with the company on a review of data from each system, current sales training, forecasting, client management, and sales results. The company identified key subject matter experts (SME’s) in sales leadership, operations, finance, and IT. The team worked with SMEs to develop an in-depth review of outcomes in sales processes, sales forecasting accuracy, profitability, cost, client data, and revenue. Request for proposals (RFPs) were released to select sales training systems and Customer Relations Management systems. Once the sales system/training and CRM was selected, the team integrated financial and operational data into CRM to track sales, funnel management, and forecasting. The sales training aligned with Strategic Selling and common language was implemented across the company.
In collaboration with the company SMEs, the team implemented a professional sales system, training, and CRM package that created visibility on sales performance and client engagement. Sales forecasting improved by 27% year-over-year.
Increased revenue by 27% YOY
Post an acquisition, the organization engaged consulting team to assess leadership, assist with organizational design, develop a 5-year roadmap for growth, and provide coaching for executive, operations, sales/marketing, medical, customer service, and regulatory.
The consulting team supported the leadership across all functions to transition into their new roles, establish new organizational structure, business strategy, and coach each leader for success.
Consulting team commenced engagement by working with the company and meeting with each leader on the executive, operations, sales, marketing, medical, regulatory, finance, and human resources teams. Consulting team aligned with each leader so that the engaged organization could utilize their respective consultant for their function as an expert and coach. The team conducted interviews with leaders through front line team. Feedback provided the leadership team knowledge with suggested recommendations from the front-line team on strategy and tactics, understanding team’s alignment to mission, purpose, and company, integration opportunities, and identification of systems, processes, and protocols that were failing the team’s success. Findings and recommendations were reviewed with the entire executive and senior leadership team.
In collaboration with the executive team and senior leadership team, the company focused on the “go- forward” strategy, with a new organizational structure, 5-year roadmap with cascading goals, budget people, and mission alignment, and executive coaching for their leadership team. Thew newly merged company had a clear vision, mission, and strategy for transformational growth.
Redesigned Go to Market Strategy / Increased annual revenue by 250%
Government and Commercial reimbursement coverage achieved. Test became #2 on the market, generating revenue growth of 50% YOY with an average price of over $2,000 per test.
Organization was preparing to launch a new LDT for a molecular test for Thyroid cancer. A key issue for the successful launch of the product was reimbursement and coverage with both government and commercial payers. Lack of adequate coverage represented a barrier to the successful launch of the product with the key physician constituency.
Team commenced engagement by working with the company on a review of the information available to ensure it would meet the standard technology assessment criteria of the Blue Cross Blue Shield Association as well as other technology assessment organizations. This included a review of the analytical and clinical validation as well as clinical utility studies. Key to the review was assessing the degree to which further clinical utility data and publications were necessary to meet payers' requirements to award coverage. Discussions with the R&D and Scientific teams identified the need to supplement the analytical and clinical validation studies with a clinical utility study and resulting publication of its results. A study protocol was established and physicians were recruited to provide data to demonstrate the utility of the test and its impact on impacting physician decision making. KOL's were identified to serve as PI's for the study. The Sales team was involved in the recruitment process. In addition, while the study was ongoing the Company applied for and received a PLA code to bill third party payers.
The clinical utility study was conducted over a period of 18 months. Ten sites enrolled 250 subjects in the study. The results demonstrated favorable utility and were published in a peer-reviewed publication. As a result of publishing the study results and securing a PLA code, numerous payers, both Government and Commercial, agreed to cover the test and established reimbursement at favorable rates.
Through these efforts the test became the #2 molecular test in the market, generating revenue growth of 50% YOY with an average price of over $2,000 per test.