What HealthPulse owes its clients.
These are the firm's operating terms, adopted October 2026. They govern how HealthPulse earns its fee; how it describes itself follows from them. The standard came from the founder's faith; the protections apply to every client, colleague and patient, of any faith or none.
The promise.
HealthPulse will not recommend work it cannot justify, claim results it cannot substantiate, or build its growth on a client's dependence. Its work should leave the organization better equipped to support appropriate patient care.
A defined first assessment with a real stop or go decision. Not an automatic path to a larger engagement.
Clear scope, fees, change control, implementation burden and handoff. The client's benefit is judged after those costs, and a sustainable margin for HealthPulse is the aim, never the most that a stretched institution can bear.
Clients receive methods they can understand and deliverables they can use. Continuing work has to answer a real need.
Observed facts, modeled estimates and open questions are kept apart. Material errors are corrected and the affected client is told, even when it costs HealthPulse the renewal.
A financially favorable result is not called a success until what it means for appropriate care has been examined. Revenue recovered and access improved are different claims, and each is proved on its own.
Adopted by the founder on October 13, 2026. A client who thinks HealthPulse has fallen short of one of these can say so, and the firm will answer in writing.
Independence: the ownership, and four rules on top of it.
Ownership answers one question. Judgment can still be pulled by a large client, a referral relationship or a renewal, so the firm holds itself to four rules as well.
Ownership
Four rules
What the access commitment means.
Every clinically eligible patient should have a fair opportunity to receive an appropriate advanced therapy, without avoidable financial, geographic or administrative barriers.
Clinically eligible is the clinician's call, and the patient's choice stays central. Payment design on its own does not secure access; CMS's own cell and gene therapy model pays for fertility preservation, travel and lodging because the barriers reach past the drug. HealthPulse measures access and financial results separately, with agreed definitions and a baseline, and does not report one as the other.
Financial strength beyond the grant.
Transformation funding can pay for important investments in technology and care delivery. A hospital also needs payment arrangements that sustain those investments after the funding ends.
HealthPulse keeps two questions apart: whether payment reflects the contracts already in place, and whether those contracts cover the cost of delivering care. Public financial reports can show where to look. Establishing a payment shortfall takes contract and payment evidence.
The purpose is to find what can realistically improve the hospital's recurring economics and support continued access to care.
The Boaz Model: how an engagement runs.
A stage-gated structure. Each stage has a bounded scope, a decision gate and a valid stopping point, so the first commitment above, evidence before expansion, is built into the shape of the work.
Validate
Decide whether the available evidence establishes a financially material reimbursement or access issue. Valid outcomes include a material issue, a limited issue, insufficient evidence, or no material finding.
Stabilize
Address urgent, bounded financial exposure once the evidence identifies it, before it becomes structural.
Repair
Correct the recurring contract, operating and payment-design weaknesses that let the issue happen, rather than recovering one payment and stopping there.
Build
Develop the scalable systems, monitoring and governance that turn one-time remediation into durable reimbursement and access infrastructure.
Not every engagement should go past Validate. When the evidence shows no material issue, HealthPulse says so and recommends no further work.
The same model, applied to diligence.
Tests the revenue and reimbursement thesis.
Identifies immediate payer, claims or concentration exposure.
Develops the post-close contracting plan.
Creates ongoing monitoring and governance.
For healthcare investors the stages carry the same names and a different object.
Which stage fits your question?
Most first engagements are a Validate. If you already know the issue is real, say so and the scope starts further along.
Discuss a decision