Situations resolved in healthcare institutions across Latin America
Ophthalmology, high-complexity, dental and fertility clinics, and a trade association from the financial sector, in Colombia, the Dominican Republic and Costa Rica. We publish what we found and what was installed. Without names, because most of our clients prefer not to announce how they are building their international operation.
What you will not find here
You will not find phrases like "we increased conversion by 340 percent".
A serious result figure requires three things: a baseline measured before intervening, a later measurement with the same instrument, and the institution's written authorisation to publish it. When any of the three is missing, the number is decorative.
Our work consists, among other things, of teaching an institution to tell a data point from an impression. It would be incoherent to open this page with an impression.
When there will be figures. The institutions in the Founding Edition document their baseline on 6 November 2026 and their result at 90 days, with signed authorisation. This page is updated in February 2027.
The cases
Situation found
Recognised for procedures in high international demand, with regular enquiries from abroad, mainly through social media and referrals from patients already treated. There was no department. International enquiries were answered by the patient service team alongside local ones, without distinguishing them, without recording their origin and without any follow-up. The institution could not say how many international enquiries it had received in the past year.
What was installed
- An owner with a title, scope and written responsibilities
- A single entry channel, with the others redirecting to it
- A record with country of origin, channel, procedure and exact entry time
- A committed first-response time, measured in minutes
- An international quotation format with stay, companion and inclusions
- Team training and a supervised launch
What was left working
Management can open the record and see how many international enquiries came in, from which countries, through which channel, and what stage each one is at. That question had no answer before.
Situation found
Multiple specialties and installed capacity for complex cases. International enquiries depended on coordination between the commercial area and several medical services, and that coordination had no defined deadlines or owners. A case could sit for weeks waiting for a specialist's assessment without anyone noticing, because there was no alert and no dashboard.
What was installed
- Response-time agreements committed per specialty
- An escalation protocol with name, role and deadline
- An alert for stalled cases
- A responsibility matrix across the international department, scheduling, medical services and billing
- A dashboard with how long each case stays at each step
What was left working
A stalled international case stops being invisible. Management sees how many days each one has been open and who has to unblock it.
Situation found
High and sustained volume of enquiries from the United States, with a significant share of Dominicans living abroad. The department existed and worked at full capacity. Conversion to procedure was low and the team could not explain why. The internal hypothesis was price.
What was installed
- Measurement of the real hourly distribution of incoming enquiries
- Coverage for the busiest window, which fell outside opening hours
- An international price list in dollars and packages with inclusions and exclusions
- A formal quotation document, with payment plan and conditions, in under 24 hours
- A follow-up cadence at 3, 7 and 14 days, with a recorded reason when a case does not advance
What was left working
The team stopped working on a hypothesis. It knows at which step it loses, how long it takes to quote and what share of enquiries arrive out of hours.
Situation found
A specialty with a long decision cycle: the international patient enquires, compares, discusses it with their partner and family, and decides months later. Follow-up lasted two weeks and then went quiet. Patients who decided late no longer found anyone to pick the conversation back up.
What was installed
- A follow-up cadence designed for the specialty's real decision cycle
- An owner and a date assigned to each contact, with a record
- Support content per step, to sustain the relationship without pressing the decision
- A written discard criterion, to tell temporary silence from a real loss
- Reactivation of cold cases at 30 days
What was left working
No case is closed by silence. It is closed by the patient's decision or by a documented discard with a reason.
How what is at stake is calculated
This is the arithmetic we apply in the diagnosis. We show it with example numbers, so you can replace them with your own.
| Data point | Example |
|---|---|
| International enquiries per month | 20 |
| Current conversion to treated patient | 5 percent, that is 1 patient |
| Conversion achievable with the leaks closed | 12 percent, that is 2.4 patients |
| Monthly difference | 1.4 patients |
| Average international patient ticket | USD 6,000 |
| Monthly opportunity | USD 8,400 |
| Annualised opportunity | USD 100,800 |
That last number appears in no financial statement, because there is no accounting line that says "patients who wrote and we never contacted again". But it is lost every month. In the Assessment this table is filled with your enquiries, your conversion and your ticket.
What is coming
Founding Edition results
Institutions with a baseline from 6 November 2026 and a result measured at 90 days, with signed authorisation. February 2027.
Named testimonials
The Founding Edition condition requires delivering it at the close of the engagement. A testimonial from a named general director is worth more than five anonymous cases.
Institution logos
Only with each one's written authorisation. We prefer a page without logos to a page with logos someone did not authorise.
Does your situation look like any of these?
Request the International Readiness Assessment. We send a real international enquiry to your institution, measure what happened, and deliver an eight-dimension radar, a score out of 40, the main leak in dollars and a 90-day roadmap. In 10 business days.