Healthcare Technology Consulting
Kris Ervin works with hospitals, health systems, and ambulatory organizations that need CIO-grade judgment, an owner’s representative on EHR and platform programs, tighter revenue-cycle performance, and a clean view of vendor cost. Strategy, project control, and expense discipline in one practice.
Independent of software vendors. Named principal. Measured in dollars and operating KPIs.
Fractional CIO leadership
EHR owner’s representation
RCM operating discipline
Vendor and expense audit
The Practice
Most firms sell strategy, implementation, or cost recovery as separate engagements. The leaks are connected. An unmanaged EHR contract becomes an RCM problem. An ungoverned vendor book becomes a capital problem. Kris Ervin holds the thread.
Senior technology leadership without a full-time executive seat. Roadmaps, governance, capital planning, cybersecurity oversight, vendor accountability, and a monthly board pack. Built for organizations that need an operator in the room, not another slide deck.
Selection, contract, deployment, and optimization — on the hospital’s side of the table. Requirements, scored RFPs, interface and cutover control, hypercare, and post-live performance. Kris Ervin does not resell EHR software.
Clean-claim rate, denial rate, and days in A/R treated as operating systems, not billing-shop reports. Front-end edits, charge capture, denial queues, and the IT configuration that either creates or prevents leakage.
Accounts payable recovery, purchased-services benchmarking, physician-preference review, resource consumption, and full-cycle vendor RFPs. Findings become a ledger: identified potential, then realized recovery only when the credit, amendment, or run-rate change is evidenced.
How Engagements Run
Organization profile, current systems, and a controlled place to share AP extracts or operating reports once terms are in place.
Baseline the technology book, vendor spend, and revenue-cycle health. Separate noise from the few moves that change margin and risk.
Renegotiate or replace vendors. Run the RFP. Stand in as owner’s rep through implementation. Post recovered value only when it is real.
Fractional leadership and a simple executive view of savings, RCM movement, open RFPs, and program status.
Commercial models include retainer, project fee, contingency on evidenced recovery, or a hybrid. Structure follows the work, not a packaged product.
How Value Is Counted
Executives do not need another dashboard. They need a defensible number and a program that holds. Kris Ervin tracks identified leakage separately from realized recovery. Realized recovery requires a credit memo, executed amendment, or validated run-rate reduction. RCM movement is shown as clean-claim rate, denial rate, and days in A/R against the baseline taken at kickoff.
Independence — no vendor resale, no implementation kickbacks.
Control — project management and deployment strategy sit with the same practice that found the problem.
Record — every engagement is built to survive a CFO, a CIO, and an audit committee reading the same page.
Who We Serve
Best fit is the mid-market organization that is too complex for a generalist IT shop and too focused to fund a large consulting army. If the problem is an EHR program at risk, a vendor book nobody owns, or a margin story the board does not believe, that is the work.
Principal
Kris Ervin is a senior-led practice focused on healthcare technology consulting, project management, deployment strategy, and expense management. The firm is built around a named principal so accountability does not disappear into a bench of rotating analysts.
Begin
Thirty minutes. No deck theater. Bring the problem as it actually sits — an EHR decision, a vendor book, an RCM stall, or the absence of technology leadership.
Do not upload patient names, MRNs, or claim files on this page. Confidential files move only after engagement terms and, where required, a BAA.
