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The Diagnosis
Where High-Performing Cancer Programs Quietly Lose Throughput
Most cancer enterprises believe they are operating near capacity.
In reality, throughput is being limited by a small number of structural constraints:
Physician templates that cap consult volume below true demand
Policies that unintentionally block top-of-license work
Care pathways that create friction instead of flow
Coding and documentation practices that invite downcoding, denials, and audit risk
Cultural inertia that rewards stability over speed
These constraints don’t just slow care.
They reduce volume, erode margin, and quietly worsen the physician experience.
Academic and enterprise cancer programs are especially vulnerable because complexity hides the cost of delay.
The Plan
A Strategic Partnership Built on Clarity, Not Consulting Theater
TrueNorth works alongside leadership to diagnose, quantify, and prioritize what is holding performance back.
Our engagements are structured to answer the questions that matter to department chairs and cancer enterprise leaders:
Where is throughput being artificially capped?
Which bottlenecks matter most right now?
What work is happening below top of license, and why?
Where are policies, templates, or norms quietly undermining access?
How much value is being left on the table through avoidable downcoding or friction?
Together, we co-create a practical, leadership-ready plan that your organization can execute with confidence.
No generic best practices.No off-the-shelf dashboards.Just clear diagnosis, aligned strategy, and a roadmap designed for your reality.
The Vision
A Cancer Enterprise That Moves at the Speed Patients Need
When constraints are elevated and throughput is allowed to flow:
Consult capacity expands without adding physicians
Time-to-treatment shortens across disease sites
Physicians practice at the top of their license
Advanced practice providers are deployed intentionally, not opportunistically
Coding and documentation reflect the true complexity of care delivered
Audit risk falls as consistency and defensibility rise
The result is not just better economics.
It’s a cancer program that feels calmer, clearer, and more professionally sustainable.
That is the future state we help leaders design toward.
For Hospital & Cancer Enterprise Leaders
TrueNorth partners with department chairs and cancer enterprise leadership to:
Increase throughput using Theory of Constraints–based analysis
Redesign physician and APP roles to enable top-of-license work
Improve access and consult capacity without expanding headcount
Reduce avoidable downcoding, denials, and audit exposure including coding audits to ensure accuracy and optimization
Translate strategy into leadership-ready decisions, not operational noise
Our work is built for organizations where the stakes are high and credibility matters.
For Medtech & Emerging Technology Companies
We advise early-stage and growth-stage companies on:
CPT code development and valuation strategy
Positioning products for payer coverage and adoption
Anticipating valuation inflection points in the RUC and CMS process
Reducing prior authorization friction through smart clinical and economic framing
Founders work with us when reimbursement clarity is mission-critical, not optional.
Why TrueNorth Is Different
We speak the language of operators, not consultants
We understand how care is delivered
We know how codes are valued, defended, and paid
We design strategy leaders can act on immediately
Clients engage TrueNorth when they want thinking that changes outcomes, not slide decks that explain why change is hard.
The Founders
Amar Rewari, MD, MBA
Physician executive and national health policy leader with deep experience in healthcare finance, reimbursement reform, and cancer service-line strategy. He is also an expert in radiation oncology correct coding and code development and utilization.
Chief of Radiation Oncology at a multi-center health system and national leader within ASTRO, where he has shaped reimbursement, value-based innovation, and provider-industry collaboration.
Former healthcare investment banker, bringing financial discipline and market insight to complex clinical enterprises.
Anthony Paravati, MD, MBA
Physician-executive and cancer enterprise operator with more than 15 years at the intersection of clinical care, health system leadership, and national payment policy.
Executive Medical Director of an integrated oncology service line, known for translating policy into operational reality and building systems that improve access, quality, and margin simultaneously.
National leader in Health Policy and federal advisor on cancer coverage and payment policy.
Together, we bring insider credibility, strategic rigor, and a shared bias toward action.
