The business case

Your numbers, not ours.
At the scale you are actually buying.

What HealthTeky is worth depends entirely on how much health system it is running. One hospital is an operational efficiency argument. A state programme is a different argument with two more zeros on it. Pick your scale, put your own figures in, and change any assumption on the page — including down to zero if you think a lever is worthless.

This is a model, not a promise. It projects what the levers would be worth if they moved by the amounts in the assumptions table. Nothing here is a measured result from another hospital or programme, and no one else's outcomes appear on this page. Health outcomes are deliberately excluded from the money total — see the note at the bottom.

Your hospital

Hospital Enterprise to 250 beds, Large hospital to 500. Past that it is a Network deal.
Net contribution, not gross billing.
Modelled annual value
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Where it comes from

Each lever is tied to a capability that ships.

Every assumption, editable

These are the numbers doing the work above. Set low on purpose — a business case that only survives optimistic inputs is not a business case.

AssumptionValueWhat it drivesWhy this default
Reduction in length of stay %Bed-days releasedDischarge blockers surfaced on the morning round instead of at noon.
Nursing minutes saved per shift minNursing hours returnedHandover drafted and the worklist ranked rather than assembled by hand.
Denials prevented %Revenue protectedDocumentation gaps flagged before the claim leaves.
Doctor minutes saved per consultation minOPD capacityThe note drafted while the doctor listens.
Value of an OPD slot₹ OPD capacityContribution per additional consultation.
Readmissions avoided %Readmission cost avoidedPost-discharge check-ins scored red and acted on the same day.
Medication events avoided per 1,000 admissionsHarm cost avoidedA check that does not depend on who is on shift.
Cost of one medication event₹ Harm cost avoidedExtra stay and treatment only.
Programme reporting time removed %Administrative cost avoidedReturns produced from the record rather than re-keyed.
Scheme claim leakage recovered %Programme funds protectedDocumentation integrity checked before payment, not after.
TB outcomes improved by follow-up %Programme cost avoidedMonth-5 rule applied as a rule, and contacts tracked as a worklist.
Duplicate system spend removed %IT consolidationOne platform replacing separately licensed systems per site.
Pharmacy spend avoided by stewardship %ProcurementAntimicrobials narrowed or stopped when the round says so.

Prove it before you scale it

Weeks 1–2 · Baseline

Freeze the numbers at a representative sample of sites: length of stay, denial and rejection rates, reporting hours, programme indicators. Nothing switched on.

Weeks 3–8 · Shadow

Every agent capped at observe on those sites. It records what it would have flagged; nobody acts on it. You compare its calls against what actually happened.

Weeks 9–12 · Live, narrow

Turn on the two levers that shadowed best, at the sample sites only. Measure against the frozen baseline, with the audit trail as the evidence for the period.

What this total deliberately leaves out. Earlier detection, better treatment completion and faster outbreak response have a health value that dwarfs every financial line above. We have not put a rupee figure on a life or a DALY and added it to the total, because we cannot evidence it and a number like that would make the rest of the page unbelievable. If your appraisal requires a health-economic valuation, we will build it with your own epidemiologists using your own cost-effectiveness thresholds — separately, and labelled as theirs.

Run this against your real figures

Send us your baseline and we will build the model with you, including the levers you think will not work.

Talk to us about Enterprise See all plans