Who I work with

Allied Health sits inside almost every part of the health and disability system, and the organisations delivering it look nothing like each other.

Book a discovery call How I work

Organisations like yours

Pick the role closest to yours. An organisation can sit under more than one, and these are the ones I work with most, not the only ones.

Providers

Organisations that deliver the service. What separates them commercially is who owns them, because ownership decides who signs, how decisions get made and what a good outcome is allowed to look like.

Private practices and groupsOwner-operated, from a founder hiring their first clinician through to a multi-site group. Systems, workforce, growth and margin.Not-for-profits and disability providersAllied Health as one division among several, funded from several places at once. Cost allocation, leadership structure and cross subsidy.Community health and ACCHOsCommunity controlled and community governed services running Allied Health against block funding, state programs and Commonwealth entitlement in the same team.

Public health services and hospitalsAllied Health as a cost inside somebody else's episode price almost everywhere, earning in its own name in a small number of places. Outpatients, compensable patients and state-funded community programs.

Residential Aged Care and SRSResidential providers and Supported Residential Services, where the funding logic and the conversion pathways are different again from in-home Aged Care.

Corporate and private equity held groupsConsolidated multi-site groups where the questions are integration, performance across acquired sites and what the next transaction needs to look like.

Commissioners and funders

Organisations that buy Allied Health for somebody else. What they need from me is a current, provider-side picture of how the market actually responds to the thing they are designing.

Departments, PHNs and commissioning teamsProgram design, market soundings, provider capability and the gap between what a commissioning model assumes and how providers behave.

Registered Aged Care providersProviders commissioning Allied Health through associated provider and subcontracting arrangements under the Aged Care Act 2024.

State-commissioned lead organisationsOrganisations holding a state contract and building or buying the Allied Health capacity to deliver it, including under Thriving Kids.

Insurers and scheme agenciesWorkers compensation and motor accident schemes and the insurers behind them, buying Allied Health on their own terms.

One step back from delivery

Organisations that serve providers rather than employing clinicians. They engage me as a subject matter expert for their own clients, members or audience.

Consulting firms and government teamsAllied Health, NDIS and Aged Care depth on a project you are running. I step in quickly and deliver with minimal onboarding.

Platforms and software vendorsSector expertise for product decisions, market positioning and content your customers will actually read.

Peak bodies and associationsMember education, conference sessions and analytical input. I stay independent on advocacy campaigns.

Who sets the price

Ordered from the most policy exposure to the most pricing freedom. Pick a payer family to see what sits in it.

Commonwealth entitlement

NDIS: The Commonwealth, unilaterally
Aged Care and Support at HomeSupport at Home and residential Aged Care: The Commonwealth, then the registered provider
Medicare: The Commonwealth, with a gap you set
DVA: The Commonwealth, unilaterally

Block and grant funded

Commissioned and grant programsState programs, PHN commissioning, CHSP and philanthropic grants: Negotiated at contract, then fixed

Insurance and injury schemes

Workers compensation and CTP: The scheme regulator, or you where fees are unprescribed
Private health insurance: You, against a rebate you do not control

Private and commercial

Private fees and commercial work: You

Funding stream matters less than it used to

Almost every organisation I work with is paid from more than one place, and the questions worth asking cut across all of them. A private practice billing NDIS also has Medicare, private fees and often DVA. A community health service runs state funding alongside Commonwealth programs. The interesting problems live at the joins.

So the first thing I do is usually a payer mix concentration analysis. Revenue split by payer family, then by individual stream, with the largest single stream expressed as a share of the total. Any one stream above half of revenue makes you a policy taker and your margin is set in Canberra. Above three quarters, a single pricing decision by one payer stops being a bad quarter and becomes an existential event.

Advice from someone who has run the business

300+

Clinicians at the provider I co-founded

$15m+

Annual revenue at that business

130+

Allied Health providers I have worked with

100%

Independent advice, no clinical services

Not sure where you sit?

Most organisations sit across two or three of these and the answer changes depending on which one is growing. Book a discovery call to work it through. You leave with an honest read on where things stand and a clear recommendation.

Book a discovery call