The healthcare practice — advisory, transformation and managed services for organisations that cannot afford an operational gap.
Hospital procurement, regulated billing, multi-entity consolidation, payer-portal integration, physician-fee settlement and national health-system interfaces. The vertical we have been running in production for years across Spain, Andorra and Latin America. Engagements begin with advisory and extend through transformation programmes and long-term managed services.
In production at 100+ organisations
Hospital groups, mutual societies, national health systems and specialist centres across Spain, Andorra, Peru and Colombia. Quirónsalud — Spain and Europe's largest private hospital group — runs Axional ERP and central procurement across its Spanish network.
Engagement shape: advisory through managed services
Advisory 8–16 weeks. Transformation 12–24 months. Managed services ongoing. Customers typically move through each stage in sequence — the advisory phase is designed as the on-ramp to the transformation programme, not a standalone exercise.
Team profile
Healthcare-domain principal (20+ years in hospital operations), functional architect (procurement / billing / multi-entity), integration engineer (HL7 / FHIR / payer-portal interfaces). The engagement team carries domain knowledge, not just delivery capacity.
Deliverable depth
Clinical-administrative integration audit, billing-compliance review, procurement-governance design, multi-entity consolidation programme, public health-system integration, fiscal-update release programmes — contractually committed deliverables, not advisory outputs alone.
What the practice delivers
Healthcare programmes fail for one of three reasons: a platform that was not engineered for the operational reality, a team that does not know the domain, or a governance structure that cannot hold across a multi-year programme. We address all three.
Clinical–administrative integration audit
Structured review of the interfaces between clinical systems (HL7 and FHIR feeds, electronic health records, clinical-results systems) and the administrative and financial back office — admissions, episode billing, payer settlement, physician fees, procurement. The output names where the integration is fragile, where the reconciliation is absent and where the audit trail breaks. The audit informs the transformation programme design; it is not a report that goes on a shelf.
Billing-compliance review
Patient billing, episode-based billing, copayment mechanics, multi-payer settlement and real-time invoicing under the applicable fiscal regime — SII, TicketBAI, Verifactu for Spain; SUNAT CPE for Peru; DIAN for Colombia. Payer-portal integrations reviewed against live production behaviour: SITEDS, SuSalud, SEOGA, CASS. Compliance posture documented across the full billing and audit chain. Gaps addressed in the transformation programme or, where applicable, as a fast-track corrective.
Procurement-governance design
Hospital procurement at group scale: multi-supplier, multi-product-category, multi-warehouse, with the regulatory controls the sector requires — regulated tender, supplier qualification, controlled-substance handling, contract life-cycle, supplier compliance, three-way match. For groups operating a central purchasing office (CECO), the governance design covers group-level sourcing policy, REGE management and EDI integration with suppliers and logistics operators.
Multi-entity consolidation programme
Hospital groups, foundations and public-private partnerships typically operate across dozens of legal entities with simultaneous statutory and management reporting obligations. The programme designs the entity structure, intercompany flows, multi-currency handling and analytical accounting axes that make group consolidation a routine monthly operation rather than a quarter-end scramble. Seven-level analytical accounting is available in the platform; the programme determines how it is deployed.
National health-system integration
Interfaces with Spain's national and autonomous-community health systems — CMBD / GRD (Grupos Relacionados por Diagnóstico) submissions, payer-settlement portals, laboratory interfaces, pharmacy networks. For Latin American references: SuSalud and SUSALUD interfaces in Peru, ADRES/EPS interfaces in Colombia. Pre-built connectors where the standard is common; methodically delivered where the interface is institution-specific.
Fiscal-update release programmes
Real-time billing compliance over the fiscal calendar is a contractually committed deliverable in every managed-services engagement. Spain's SII, TicketBAI and Verifactu regulatory updates ship on the platform's release cadence — not as a separately procured partner pack. Peru and Colombia localisation follows the same model. The organisation does not manage compliance deadlines independently; the programme carries that accountability.
Why healthcare is the complexity proof, and what that means for a services engagement
Healthcare asks more of an enterprise platform than any other vertical: regulated procurement across multi-entity group structures, episode-based billing against simultaneous payer agreements, physician-fee settlement with audit-grade traceability, multi-jurisdictional fiscal compliance, and continuous operation where the day cannot be interrupted for a cutover window. When a hospital group runs 58 general hospitals across 13 autonomous communities, those requirements compound at every level. A transformation programme that does not account for all of them from day one will account for them as unplanned incidents later.
The teams that designed Axional Health Suite for healthcare built the advisory and transformation practice on the same foundations. A healthcare principal who has run hospital programmes from discovery through managed services leads every engagement — not a generalist functional consultant placed into a healthcare context. The integration engineer who connects HL7 feeds from Dedalus or TrakCare/InterSystems to the administrative layer has done it in production with those specific clinical systems, not in a test environment with reference data. The functional architect who designs the payer-agreement rules engine has managed the complexity of insurer-tariff loading, coverage-plan versioning and physician-fee production at the volumes that Spanish hospital groups operate.
The advisory phase is not a pre-sales exercise. It produces a clinical-administrative integration audit, a billing-compliance review, a procurement-governance design and a programme architecture. Those are the inputs to the transformation programme, and they are the baseline against which managed-services delivery is measured. Customers who move through all three stages of the engagement shape do so because the advisory was designed to be the foundation, not an introductory conversation.