Healthcare runs on impossible margins and unforgiving rules. TRIARC Healthcare brings operators — not consultants — to the four moments that decide whether a practice or facility thrives: everyday operations, the payers, private equity, and the path to independence.
Optimize operations to drive revenue and profitability, ease the payer burden, and rebuild the workflows underneath — without sacrificing patient care.
Explore →Increase throughput and protect the bottom line by re-engineering scheduling, staffing, coding, and patient flow around custom systems and AI.
Explore →Prepare to be bought well and sit on your side of the table — valuation, diligence, deal structuring, earn-outs, and life after the check clears.
Explore →Leave employment to build your own practice, or leave the insurance model behind for cash-pay and direct care. We build the business around the medicine.
Explore →We have run and advised real businesses. Every recommendation is one we would make with our own name on the door.
Your practice, your numbers, and your plans never leave the room. Discretion is the foundation of the work.
We build technology and AI you own, so the improvement stays long after the engagement ends.
An advisor with a second source of income has a second set of interests. We removed ours, and this is the complete list.
We take nothing from anyone whose product or service we recommend. Not a fee, not a spread, not a thank-you.
Not received and not paid. When we introduce you to an attorney or a CPA, no money moves in either direction.
We hold no equity in vendors, software, lenders, or anyone in the allied network. There is no second reason we might suggest someone.
Never a percentage of a transaction. Our advice on a deal does not change if you decide not to do the deal.
Some situations do not warrant an engagement, and some warrant a different firm. Saying so is part of the work.
This is the whole model. There is nothing underneath it.
No. Every recommendation we make is administrative: scheduling, billing, coding accuracy, staffing structure, payer contracts, and throughput. How medicine gets practiced in the room is yours, and we have no standing to touch it.
A practice manager runs the operation day to day and a billing company processes what you send them. Neither is positioned to tell you that your payer contracts are below market, that your coding mix is conservative, or that your schedule template is costing you two visits a day. We look across all of it at once, and we work for you rather than on a percentage of collections.
Scheduling and no-show changes usually show up within sixty to ninety days. Coding and documentation improvements follow the claims cycle, so ninety to a hundred and eighty days. Payer contract renegotiation is the slowest and often the largest, and it moves on the contract calendar rather than ours.
Both. We have no position on whether you should sell. We have a strong position on not selling badly. If an offer is on the table, our work is to make sure the numbers it is priced against are accurate and the structure underneath the headline is understood before anyone signs.
No. Solo and two-physician practices are frequently where the proportional gains are largest, because there has never been anyone whose job it was to look at the business. Facility work — urgent care, freestanding ERs, hospital service lines — runs on the same method at a different scale.
We work from de-identified and aggregate data wherever possible, and under a business associate agreement where access to protected health information is unavoidable. In most engagements we never need to see a patient record at all.
Tell us where you stand today — a practice, a facility, or a decision on the horizon. We will tell you what we see.
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