Question 1

You are not a staffing firm — so what exactly are you?

Accepted Answer

Threshold Health does not fill roles or place headcount. When a staffing firm succeeds, you have people in seats. When Threshold Health succeeds, the technology is live, the frontline is using it, adoption is measured against the Rules of Engagement, and a named owner inside your organization is running it without us. The distinction matters operationally. Staffing solves a capacity problem. Threshold Health solves a deployment problem — which is a different problem entirely. The work is: map the real workflow, close the readiness list, align the stakeholders, sequence the go-live, and stay through stabilization. That work does not get done by adding headcount; it gets done by a multidisciplinary operator team with accountability for outcomes. Every engagement has a named Threshold Health operator on the Rules of Engagement. The handoff at the close of an engagement is not from us to your staff — it is from us to a named accountable owner inside your organization who was identified in week one.

Question 2

Are you an EHR implementation firm?

Accepted Answer

No. The EHR is the platform your existing vendor — Epic, Oracle Health, Meditech, Athenahealth — has already sold and is implementing. Threshold Health does not compete with that engagement and does not resell the EHR's services arm. We coordinate across it. What EHR implementation firms typically deliver ends at go-live. Their scope is configuration and training. Our scope is what happens when the configuration is done and the real operational environment starts pushing back — the workflow gaps, the integration conflicts, the frontline behavior that does not match the design, the adoption metrics that are not moving. That is where Threshold Health is. In practice, we work alongside the EHR vendor's team. We are not adversarial; the work is complementary. We own the operational layer — the Rules of Engagement, the readiness list, the multi-vendor coordination, the adoption measurement — which is the layer the EHR implementation scope typically does not cover.

Question 3

Are you a strategy consulting firm that delivers recommendations?

Accepted Answer

We do not deliver a document and leave. A strategy deck is a recommendation without an owner. Threshold Health's work is accountable at the operator level — every readiness requirement has a named owner, every go-live criterion is signed before the first change goes in, and every adoption metric is owned by a named leader inside the organization. The discipline behind this is the Rules of Engagement. It is six cells — problem, solution, readiness, owners, go-live criteria, adoption measures — written with the client at the opening of every engagement. The Rules of Engagement are not a deliverable. They are the document everyone points to when the work gets hard. If you need a strategy recommendation — a vendor assessment, a technology roadmap, a build-vs-buy analysis — we can help frame that thinking early in an engagement, but Threshold Health's core scope is deployment. We are operators, not analysts. We are in the environment, not producing insight about it from the outside.

Question 4

Why does your engagement run through and after go-live?

Accepted Answer

Because go-live is not the finish line. The finish line is measured adoption — frontline staff using the technology at the expected rate, operational metrics moving in the direction the Rules of Engagement specified, and a named internal owner running the program without an external team in the room. The failure mode in healthcare technology deployments is not technical. It is operational. The integration was built, the training happened, the users were activated — and six weeks later, clinicians are reverting to prior workflows, throughput is flat, and the vendor's deployment team has moved to the next account. Threshold Health is still there at week six because the Rules of Engagement say so, and because adoption is what we were engaged to deliver. This is also why engagements open with the Rules of Engagement before any work begins. If the go-live criteria and the adoption measures are written before the first change goes in, staying through stabilization is not a scope-creep conversation — it is the scope.

Question 5

Who actually owns the deployment — Threshold Health or the health system?

Accepted Answer

Both sides — named, on the Rules of Engagement, from week one. This is not a philosophical answer. The Rules of Engagement's "owners" cell lists a named Threshold Health operator and a named client-side owner for every readiness requirement on the engagement. No requirement moves without both names on it. Threshold Health leads the deployment during the engagement period — from engagement open through go-live and into stabilization. The client-side owner is involved throughout: they sign off on readiness, they are accountable for their organization's change capacity, and they are named on the go-live criteria. The engagement does not require the client to disappear; it requires the client's named owner to be present and accountable. At the close of stabilization, ownership transfers formally. The Threshold Health operator exits when the named internal owner is running the program — not at go-live, not at a calendar date. The exit criterion is operational: adoption is measured, the workflow is stable, and the internal owner can sustain it. That is what "done" means.

Five questions Threshold Health gets in every first conversation.

Five objections, answered directly.

Send us the two-paragraph problem.
We will reply with the Rules of Engagement.