What We Do

• Laboratory Assessments And Mergers
  A glance at our client list will confirm that we probably have more experience in assessing, re-engineering and merging labs than any other consulting firm.
• Laboratory Design
  Our client's labs are designed by our laboratory professionals --- our people are clinical laboratory consultants who have been running real-world labs for decades.
• Laboratory Marketing Programs
  Hospitals have learned that with an effective laboratory outreach program in place, good things happen. Physicians become bonded to the hospital, interpretation of inpatient, outpatient and outreach tests becomes easier, and the hospital EMR becomes more widely-used.
  
  The use of laboratory marketing is an evolving strategy for hospitals. A few years ago few hospitals had a formal lab outreach program. But with the understanding by CFOs that outreach delivers a solid profit, more hospitals are going after this business.
  
  Our clients have laboratory outreach programs with sales from $1-2 million to over $100 million annually.
• Laboratory Outreach Market Assessments
  To the hospital that is entering lab outreach, a major commitment of resources (people and financial) is required. Recognizing that commercial lab competitors have a 50-year lead in this business, the hospital asks "Can we be successful, and if so, at what initial cost? What will be our ROI?"
  
  One of our most popular products is the outreach business plan. The plan starts with a comprehensive analysis of the hospital's unique market. We determine each physician's current testing needs, the strengths and weaknesses of every competitor, managed care issues, and the reasons why physicians choose their current lab. We take that information and build a complete outreach business plan around it. The plan includes the analysis of the market and competition, and includes 1, 2 and 5-year sales and costs, as well as the ROI that will be achieved.
• Vendor Cost Reductions
  Most hospital laboratories are paying too much for their vended goods and services. An example is the purchase of reference testing services. Hospital GPOs offer reference lab fee schedules that are 25-40% too high. Hospital lab managers have no idea what they should be paying for their reference testing.
  
  When we negotiate reference lab fees, we take the prior year's testing volume and apply our own proprietary fee schedule that is based on nearly 40 years of negotiating such services. 90% of the time we get our fees.
  
  Similar programs exist for the purchase of other major cost items.
• Outreach Partnering And Joint Ventures
  Sometimes hospitals know that they lack the skills or resources to succeed in lab outreach, but they want the economic and strategic benefits of such a program. In such cases it can be logical to seek a partner to develop and launch the program, or to take over an effort that may be underperforming.
  
  Mattice works with hospitals and potential partners and helps arrange the best match.
• Pathology Part A Negotiations
  The role of the pathologist is critical. The pathologist is required under federal law to oversee the operation, staffing and other facets of the lab. We work with our clients to design the best contracts protecting the hospital and the pathologists.
• "Key Employee" Recruiting
  The difference between success and failure in the operation of the hospital lab and outreach effort is the skill of the laboratory or business unit manager. Mattice is often asked to recruit or train such key people.
• Interim Laboratory Management
  Mattice has provided lab management services, in one case for 17 years. We can work with a client to make sure that there is continuity in management of their laboratory while a long-term manager is sought.