Strategy
Repositioning Meridian Health Group
Helped a three-state healthcare network choose which service lines to grow, which to exit, and built a strategy the board could actually commit to.
Client
Meridian Health Group
Date
Services
Strategy & Positioning
A network stretched too thin
Meridian had grown by acquisition for a decade — a network of clinics, an urgent care line, a handful of specialty practices — without ever deciding which parts of the business it actually wanted to win in. Margins were thinning across the board, and every service line was competing for the same limited capital.
The situation
Two new regional hospital systems had entered Meridian's core markets with deeper pockets. Meridian's leadership team was split: some wanted to double down on specialty care, others wanted to protect the clinic network at all costs. Neither side had the data to make its case.
What we did
Mapped profitability and growth potential across every service line, not just revenue.
Ran the trade-off conversation with the full leadership team over three working sessions, not a single off-site.
Built the case to exit two underperforming specialty lines and reinvest in urgent care, where Meridian already had a real edge.
Left the board with a three-year roadmap tied to specific capital and staffing decisions, not a slide of ambitions.
The result
Meridian exited the two weakest specialty lines within six months and redirected the freed-up capital into urgent care expansion. Eighteen months on, urgent care volume is up 34%, and the leadership team makes location decisions against a single shared plan instead of arguing from instinct.
Other projects
Even after the project is complete, we remain by your side, providing ongoing support and adjustments as needed.
