What We Do
We work with oncology programs that are making decisions with real capital consequences: new equipment, new service lines, joint ventures, vendor renegotiations, AI investments. Our job is to validate those decisions before commitments are locked in, using financial modeling that holds up under scrutiny and operational planning that accounts for who is actually staffing and supervising the work.
Medsolve Dynamics is an oncology consulting firm that works with cancer programs on capital, service contracts, margin and AI, from twenty years spent on the vendor side of the same conversations.
Most engagements start with one document you already have: a service agreement, a capital quote, a proforma, a utilization report, an AI proposal or the quote with the AI line on it. The first read comes back as one page finance can act on, at no charge. The full engagement is scoped and priced off that document.
Capital Strategy
Financial Strategy
Revenue and Margin Growth
When it comes up: A LINAC or imaging replacement, a new vault, a service contract renewal, a software or AI license bundled into a capital quote. Service contracts live here: the renewal, the escalator, the coverage schedule.
What we look at: The configuration against clinical need, the service and software terms behind the hardware price, the escalators and renewal clocks, and the questions the quote does not answer on its own. We work with your vendors, not against them.
What you get: A written read of the quote or contract, the questions to put back to the vendor, and a negotiating position with the numbers behind it. Priced per engagement.
Who does it: Yoel Bakas, who priced and structured the national-account capital deals hospitals sign, at GE HealthCare and Varian.
When it comes up: A proforma that has to survive finance, a program whose margin moved and nobody can say why.
What we look at: Volume and payer mix against the assumptions in the model, where revenue leaks between the schedule and the bill, staffing and supervision against what the plan assumes.
What you get: A proforma you can defend in front of finance, and a process map with the leaks marked. Priced per engagement.
Who does it: Senior consultants who have run radiation oncology departments, with Yoel on the commercial terms. Billing, coding and compliance work is delivered with AMAC, a Specialist Partner.
Operations
When it comes up: An accreditation survey is on the calendar. Or the schedule, staffing and coverage do not add up, and every fix costs a slot somewhere else. Or a merger, a second site or a new service line has changed the volume, and the staffing plan was built for the old one.
What we look at: The operation as it runs, not as the org chart says it runs: standard work, process adherence, interdepartmental communication, operational ownership, capacity and scheduling, staffing and coverage, performance visibility, and the capital and vendor position. Each is scored 1 to 5 against ACR, ASTRO, AAPM and AAMD guidance, with what moves each score.
What you get: The Operational Scorecard: that read on paper, with the evidence behind each score and a first-ninety-days page with an owner on every line. A re-measure on the same instrument is available as a follow-on. The first read starts with the schedule or the utilization report you already have and comes back as one page finance can act on, at no charge. The full read adds time on site and the complete written report, priced off the scope.
Who does it: The senior consultants who deliver it ran radiation oncology departments. The capital and vendor position is read by the founder, from the side of the table where those quotes were built.
When it comes up: Theranostics, benign disease, adaptive therapy, or any service line that looks good on a slide and has not yet been staffed, supervised or scheduled.
What we look at: The business case, then the operating structure it needs: who supervises, where the schedule gets tight, what happens when infusion runs long, what the line actually bills for. A proforma does not launch a service line. Staffing it does. Supervising it does. Scheduling it without breaking something else does.
What you get: The business case and the organizational design to run it, walked through with your team. Theranostics engagements are delivered with Integrated Theranostic Solutions, a Specialist Partner. Priced per engagement.
Who does it: The senior consultants on operations and organizational design; Yoel on the commercial structure, having closed the largest enterprise deal in ViewRay's history and run global sales at Mevion across fifteen countries.
AI Reality Check
When it comes up: A vendor's AI story reaches your desk: auto-contouring, adaptive planning, scheduling, documentation, "connected care." Most of those stories skip the part about who runs the workflow, what the integration actually requires, and whether the clinical output changes anything you bill for.
What we look at: Who runs the workflow after go-live, what the integration actually requires, whether the clinical output changes anything you bill for, and how the claim holds up against your staffing model, treatment volume and reimbursement structure.
What you get: The AI Procurement Review. Before a cancer program signs for an AI product, Medsolve reads the deal the way the vendor built it: the validation claims and the population they were tested on, the integration scope and who carries it, the data rights, the pricing structure and renewal terms, and whether the workflow change the product requires is one the department can absorb. The output is a written read the administrator can hand to the CFO, showing the gap between what was promised and what the contract delivers. Scoped per product, priced per engagement.
Who does it: Yoel Bakas, who built GEMINI-RT, the GE HealthCare and Mayo Clinic AI collaboration, and holds a computer science degree, an MBA in AI and Harvard Medical AI certification. When a vendor shows you a model, he can read what is underneath it.