OUR WORK

Different problems. Different settings. The same expectation: the work has to change something.

Amplara Advisors works across strategy, operations, experience, planning, and the built environment.

The engagements look different because the problems are different. What matters is whether the work creates a better decision, a better-performing system, or a measurable outcome.

Featured work

CONFIDENTIAL INTEGRATED HEALTH SYSTEM | GREAT LAKES REGION U.S.

Designing the primary care clinic of the future

A large integrated health system wanted to rethink how consumers would engage with primary care in the future and what that should mean for care delivery, operations, experience, workforce, technology, and the built environment.

The work developed and tested a future primary care model designed to improve effectiveness, operational performance, patient experience, and workforce experience while leveraging technology wherever it could meaningfully improve how care was accessed and delivered.

More than 50 stakeholders participated in interdisciplinary design sessions to translate those future-state assumptions into an operating and physical model.

Access + Experience | Operations | Workforce | Technology | Planning + Design

Prior experience led by Dr. Hernandez while at another firm.

CONFIDENTIAL CRITICAL ACCESS HOSPITAL | APPALACHIAN U.S.

Expanding cancer access while protecting the independence of a rural hospital

Patients in the region were traveling up to three hours for cancer infusion services, creating substantial physical, transportation, and financial burdens for people already navigating serious illness.

For the hospital, expanding cancer care was also part of a broader sustainability strategy. The organization wanted to improve access locally while strengthening the clinical and financial position necessary to remain independent.

The work connected cancer service expansion with pharmacy capacity, staffing, ICU location, operational dependencies, and facility planning so the organization could create a more viable model of care rather than simply add a new service.

Rural Health | Cancer Care | Access | Operations | Master Planning

Prior experience led by Dr. Hernandez while at another firm.

CONFIDENTIAL COMMUNITY HOSPITAL | MIDWESTERN U.S.

Turning two expansion projects into one stronger campus strategy

The organization was planning separate expansions for emergency care and heart and vascular services, each in a different addition on the campus.

The work reframed those projects as a single strategic opportunity.

By integrating emergency, trauma, and heart and vascular services into one building solution, the organization reduced unnecessary duplication, improved capital efficiency, and positioned two flagship programs prominently on the campus.

The emergency department was also redesigned around a fundamentally different approach to behavioral health. Rather than treating behavioral health as an exception to the ED model, the design used safety, dignity, visibility, flow, and staff protection as core operating requirements.

Emergency Care | Heart + Vascular | Behavioral Health | Capital Planning | Experience

Prior experience led by Dr. Hernandez while at another firm.

CONFIDENTIAL ACADEMIC MEDICAL CENTER | MIDDLE EAST

Engineering emergency care for extreme volume

A flagship academic medical center needed an emergency department and trauma center capable of supporting more than 520,000 annual visits, one patient arrival per minute, six entry points, multiple acuity levels, and significant cultural and operational complexity.

Throughput analysis and discrete-event simulation were used to test how the entire system would perform under pressure. Travel distance, vertical movement, circulation conflicts, and front- and back-of-house flows became measurable design inputs rather than matters of preference.