While healthcare regulatory reform is likely to advance at a slower cadence than the shock caused by the 1978 Airline Deregulation Act, the case study of Southwest Airlines provides a particularly good analogue (or perhaps cautionary tale) for primary care disruptors seeking to leverage and build upon recent state and federal regulatory shifts.
Matt Holman
Partner and US Health Sector Lead
Matt leverages broad and deep consulting experience in US and global health sectors to shape transformational strategies for private and public sector clients. Over the course of 20 years as a strategic advisor in health system design and transformation, Matt has led projects across a broad range of client priorities including growth strategy, organizational design, partnership & coalition building, mergers & acquisitions, and sustainability. Matt brings specific expertise in care model design, digital innovation and transformation, incentive alignment, and health policy.
Prior to joining Camber, Matt was a founding Principal of Market Development at Echo Health Ventures and a Director of Strategic Initiatives at Cambia Health Solutions. Previously, he was an Engagement Manager focused in health plan and life sciences strategy at Monitor Deloitte, and worked in revenue cycle consulting for large hospitals and health systems with Triage Consulting Group (now Cloudmed). Matt earned his Masters in Business Administration and Masters in Public Health degrees from the University of California at Berkeley, and his Bachelors of Science in Business Administration from the University of Southern California. Matt serves as an Advisory Board member for the USC Center for Healthcare Delivery Science.
Matt is based in our Seattle, Washington office and enjoys spending free time skiing, biking, hiking, and camping his way through the outdoor abundance of the Pacific Northwest with his wife Andrea, sons Liam and Tate, and lazy old dog Olly.
Posts by Matt Holman
Digital transformation is reshaping the US healthcare system, accelerated by the impact of COVID-19. As healthcare enterprises invest in new digital capabilities, a host of innovative startup solutions are seeking to partner with them in changing the way care is delivered. Despite this favorable mix of innovation supply and demand, the success rate in driving measurable outcomes via enterprise-startup partnerships have been mixed, at best.
We discuss what a rural healthcare delivery system of the future could look like, and the boundary conditions and potential impacts.
America’s rural health business model was built to mimic our urban care delivery infrastructure and incentives. It is a model that has been impractical and ineffective for decades and is entirely unsustainable in the COVID-19 era.
Amid a national dialog on systemic racism and police use of force and the continuing need to manage COVID-19 through efforts that include contact tracing, the creation of public health case management forces could be a compelling and cost-effective way to address both challenges.