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Tervali

We want to offer a new service. What do we need to get started?

A new specialty, a service line for employers, expanded care. We take stock of what your organization already has, show what is missing and organize staff, partners, costs and routines so you open on a date you can keep.

Take the quick assessmentSee how it works

Led by someone who built an occupational health service inside a hospital, from the first exam to the first contract.

A nurse manager and a laboratory coordinator check a newly set up room for a new service

Signs that implementation will stall right before opening

The opportunity exists. The plan does not.

There is demand or an interested client, but no one has listed what must be ready to see patients.

Each department prepares its own piece.

Staff, supplies, schedules, partners and records move at different speeds. Dependencies surface the week you open.

Pricing is disconnected from operations.

Volume, turnaround and price are negotiated without knowing the cost, the room capacity or how long results take.

What we see

A new service rarely starts from scratch. It starts by pulling together what already exists.

Rooms, professionals, lab and imaging are usually there, spread across different departments. The work is turning those pieces into a patient pathway, finding the one piece that is missing and settling cost, turnaround and the proposal with finance before promising any date.

How we solve it

From opportunity to operations, in four steps.

Each step ends with a leadership decision: move ahead, adjust or wait. No discovering open issues on opening day.

  1. 1

    Assess the conditions

    Demand, available resources, gaps and dependencies. What already exists and what must be hired, bought or sourced through partners.

    DeliverableInventory and pending decisions
  2. 2

    Structure the service

    Patient pathway, responsibilities, partners and result turnaround. Costs and commercial assumptions worked out with finance.

    DeliverableOperating plan and proposal basis
  3. 3

    Prepare the opening

    Supplies, schedules, records and team guidance, with clear criteria for what must be ready to start.

    DeliverableOpening criteria met
  4. 4

    Launch with support

    We follow the first patients, record what got stuck and feed the adjustments back into the plan.

    DeliverableAdjusted routine and metrics
A healthcare team organizes a new workflow

Who leads the work

Experience from someone who has opened services from the inside.

The consulting work is led by a nurse who moved from bedside care to hospital management, overseeing the operating room, sterile processing (CME), imaging and the emergency department.

  • Built an occupational health service bringing together occupational physicians, a psychologist, a speech and hearing specialist, lab and imaging.
  • Defined each employer's test panel with the lab manager and built the pricing with leadership.
  • Used result turnaround as a commercial commitment and closed the first contract with a large employer.
  • Prepared the operating room for new specialties, such as urology and ophthalmology, with supply protocols.

Quick assessment

Which service does your organization want to get up and running?

Answer four questions about the service you want to open. You instantly see what is likely to stall implementation and which step to start with.

  1. 1Service
  2. 2Signs
  3. 3Conditions
  4. 4Decision
Which service do you want to get up and running?
What is already happening?Select all that apply.
Where does preparation stand?An honest estimate beats an exact number.

Is demand confirmed?

Who owns the implementation?

Which decision is pending?

When you send it, your answers reach the Tervali team. See our Privacy Policy.

Questions before we start

Does this work for reorganizing a service that is already running?

Yes. The scope can be a new specialty, expanded care or the reorganization of an operating service.

Does the project include pricing?

It can include organizing available cost data and the assumptions behind the commercial proposal, always with finance. The depth is set in the scope.

Is the team prepared for the new routine?

Yes. Preparing staff for the new routines is part of the project. Clinical content and professional requirements are validated by the clinical leads.

What is out of scope?

Facility design, licenses, clinical validation and specialized financial analysis involve the qualified professionals. The proposal spells out these dependencies and each party's role.

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