How we’ve helped

The opportunity

Mental Health Cooperative, a $120M nonprofit behavioral health system serving communities across Tennessee, faced persistently low admissions despite clear demand for its services. Leadership needed to understand where demand was being lost and build a reliable path from first contact to enrollment.

What we did

• Defined priority audiences, mapped consumer and referral journeys, and identified intake as the primary conversion constraint.
• Connected market strategy, outreach, referral development, and intake conversion in one operating model.
• Introduced pipeline protocols, dashboards, and executive oversight to make performance and ownership visible.

What changed

Annualized admissions rose from 20,604 to 29,148 over 15 months. Call-to-enrollment time fell below 40 minutes. These results were achieved without acquisitions or added headcount.

The opportunity

The Florida Oncology and Radiopharmaceutical Growth Engine (FORGE) proposal brought together radiopharmaceutical capabilities, facility construction, workforce development, and incubator operations. The coalition needed a cohesive application for the Economic Development Administration’s Industry Transformation Path program on a compressed timeline.

What we did

• Connected technical, clinical, and operational details to a shared economic narrative.
• Coordinated budgets, specifications, and documents across the five projects in a shared workspace.
• Framed clear decisions to streamline executive approvals and keep the submission moving.

What changed

The coalition delivered a comprehensive, on-time EDA ED-900 submission backed by more than 30 letters of support. The work gave partners a unified plan for advancing precision oncology and economic development in Tampa Bay.

This case covers the completed submission. It does not report a funding award.

The opportunity

Hazelden Betty Ford Foundation’s Lifelong Recovery initiative sought to connect individual treatment episodes into a guided recovery journey for patients, families, and alumni. The work reached across clinical services, alumni relations, family programming, research, technology, philanthropy, finance, and operations.

What we did

• Framed the model across first outreach, treatment, discharge planning, recovery coaching, alumni engagement, and long-term support.
• Co-designed workflows and warm handoffs with frontline teams and organized a research pilot.
• Established project plans, integrated budgets, decision logs, and management routines to keep the work coordinated.

What changed

The work created a structured model leaders could manage and teams could execute, with clearer departmental alignment and stronger integration across the treatment continuum. The research pilot was designed to measure recovery capital, quality of life, and engagement to inform future decisions about scale, payer value, and policy.