Healthcare management advisory for operational frictionRemove the Friction That's Getting in the Way of Reliable Care, Engaged Teams, and Better Patient Experience
For healthcare COOs, CNOs, physician executives, and ambulatory and hospital leaders who need execution to match intent, SQS identifies the hidden barriers that are quietly draining leadership capacity, staff trust, and patient confidence.
Executive Friction Snapshot
Operational friction rarely appears as one dramatic failure. It shows up as rework, leader rescue, inconsistent handoffs, frustrated teams, and patient experience gaps that persist despite effort.
Healthcare COOsCNOsPhysician executivesAmbulatory leadersHospital leaders
Who it's for
Built for executives accountable for reliable care.
SQS is designed for Healthcare COOs, CNOs, Physician executives, Ambulatory leaders, Hospital leaders who need practical insight into why excellent people and strong intentions are still producing uneven experience outcomes.
Healthcare COOs
CNOs
Physician executives
Ambulatory leaders
Hospital leaders
What you fix
The friction that keeps showing up as culture problems.
When leaders keep compensating for barriers, teams experience rework and patients feel the inconsistency. SQS focuses the work on the systems that are making reliable care harder than it should be.
Barriers leaders are compensating for
Staff frustration and rework
Patient experience breakdowns caused by systems, not effort
Entry offer
Request clarity before you launch another initiative.
The brief is designed to uncover what leaders are already sensing: the issue is often not motivation, but hidden operational friction. SQS helps identify the barriers that make good people work too hard for inconsistent outcomes.
Request an Executive Friction BriefProof
Results rooted in operational reality.
Marlene's work spans managed care, academic health systems, ambulatory practices, centralized scheduling, nurse triage, service excellence, and patient-centered system design.
Statewide service culture strategy
Directional outcome label: statewide transformation scope documented; numeric improvement was not available in the provided source material.
Georgia Service Excellence Initiative
For a national managed care health system, Marlene established and implemented the Georgia strategy to transform organizational performance and culture toward service excellence.
The initiative integrated staff selection, education, training, measurement, and recognition so leaders could reinforce the behaviors that support reliable service and patient experience.
90 days to top patient experience performance
Verified metric: 90-day transformation from low-performing status to top patient experience performance.
90-Day Team Transformation
A low-performing team needed a practical path from inconsistent experience to reliable execution.
Within 90 days, the team moved to top-performing patient experience scores through focused leadership attention, team development, and removal of barriers that were impeding consistent service behaviors.
Innovative patient-centered system design
Directional outcome label: patient-centered system design impact documented; source material did not include a numeric performance delta.
Academic Health System Patient-Centered Design
For one of the largest academic health systems in the Southeast, Marlene led work to redesign how care was organized around the patient experience.
The engagement improved care coordination and patient experience by aligning operational design with what patients, providers, and teams needed to succeed.
Centralized scheduling plus nurse triage enhancement
Directional outcome label: operational expansion documented for centralized scheduling and nurse triage; numeric access or safety measures were not available in the provided source material.
Ambulatory Scheduling and Nurse Triage Expansion
For one of the largest private health systems in the Southeast, Marlene expanded ambulatory centralized scheduling and strengthened nurse triage operations.
The work improved access support, patient safety processes, and the operational foundation needed for more reliable ambulatory service delivery.
Clear next step
If leaders are compensating for broken systems, the cost is already showing up.
Start with an Executive Friction Brief to see where leadership translation, workflow friction, and service breakdowns are affecting execution and experience.
Request an Executive Friction Brief