BI BPO-I

Hospital growth calculator

Can your 1–3% growth spend unlock 20%++ revenue opportunity?

Move the sliders to build a CFO-friendly growth bridge. The number comes from capacity, leakage, conversion, payor-mix and net-new demand — not vague marketing optimism.

Build your number

Eight inputs from operations, billing and commercial terms. The calculator separates your current marketing / business-development budget from the BPO-I success-fee model.

Use the revenue pool BPO-I can realistically influence.
$20M
Clinics, theatres, diagnostics and service lines with schedulable headroom.
45%
High utilisation shifts the model from volume growth to margin uplift.
72%
Patients or referrals entering the pathway but not completing care.
12%
Current conversion from enquiry / lead to booked or attended case.
30%
The conversion lift is now explicit and CFO-auditable.
45%
This is the hospital’s current growth budget, not the BPO-I fee.
3%
Illustrative commercial term; replace with retainer, hybrid or package pricing.
3%
Expected annual revenue opportunity
21% +$4.2M
defensible core 15% upside 6%
Conservative
11%
+$2.2M
Expected
21%
+$4.2M
Ambitious
29%
+$5.9M

Your current 3% marketing / BD budget equals ~$600K annually.

This is the existing growth spend BPO-I seeks to make more productive.

At 3% of verified uplift, BPO-I earns ~$125K and the hospital retains ~$4.0M of the expected uplift.

Illustrative only. The actual package can be retainer, success fee or hybrid.
Model assumptions CFOs can challenge
  • Capacity target: expected case moves flexible/elective utilisation toward 85%; conservative uses 80%; ambitious uses 90%.
  • Leakage recapture: expected case recovers 30% of leaked opportunity; conservative 20%; ambitious 40%.
  • Conversion lift: calculated from current conversion to target conversion, applied to an enquiry-influenced revenue pool of 13%, then risk-adjusted by scenario.
  • Payor-mix and service-line economics: treated as upside when capacity exists; treated as the lead lever when the hospital is already near full.
  • Net-new demand: deliberately capped so the model prioritises owned demand, recapture and conversion before external market expansion.
  • Commercial line: the hospital’s marketing / BD spend is separate from the BPO-I success fee on verified uplift.
We’ll send a detailed growth bridge and arrange a 30-minute discovery. Contact: [email protected]. No spam.

Illustrative estimate for starting a conversation, not a guarantee. The defensible core draws on demand, capacity and enquiry flow the hospital already owns; net-new demand and payor-mix gains are treated separately. A hospital already near full capacity should focus on margin, payor-mix and service-line economics rather than volume. Final figures require hospital data validation during discovery.

Where the growth comes from

1

Capacity utilisation

Fill clinics, theatres and imaging that already run below capacity. This is usually the most defensible first lever.

2

Leakage recapture

Recover patients who entered the pathway but dropped out before consultation, procedure, admission or follow-up.

3

Conversion lift

Improve enquiry response, triage, booking, follow-up and patient navigation so paid demand becomes care activity.

4

Payor-mix shift

Same or similar volume, better economics — steer toward more viable payors, packages and service lines.

5

Net-new demand

New patients from catchment expansion and digital reach. Important, but not the only source of the 20%++ thesis.