Skip to Main Content
GE Healthcare Partners logo

GE Healthcare Partners
Find a Mentor: 
GE Healthcare Partners Mentors

 Save

At a Glance

Uppers

“Leadership.”

“Team culture, variety of projects and professional growth.”

“The ability to see a diverse range of healthcare projects.”

Downers

“Compensation.”

“Reliance on the parent organization, some corporate red tape.”

“Smaller size can create instability at times.”

The Buzz

“Excels at Healthcare Performance Improvement and IT.”

“Prestige and massive company with history of success.”

“Research-driven.”

About GE Healthcare Partners

As the advisory and activation arm of GE Healthcare, we believe clients need something distinctly different – the extensive platform and resources of a $17B global technology leader backed by 100+ years as a trusted industry partner. GE Healthcare Partners converts aspirations to reality through combining innovation with large scale activation to capture and sustain maximum value.

The GE Healthcare Partners Difference

We work with our customers to solve some of the biggest problems in the industry, through a combination of our advisory services and technologies. We are passionate about activation, going far beyond just the identification or the assessment of problems.

We collaborate deeply with our customers to design long-term sustainable solutions, and then we help them implement those solutions, such that they achieve a new way of operating. The power of GE Healthcare Partners is the combination of technology plus our advisory services to drive outcomes. That is what makes us different. We so passionately care about having a meaningful opportunity to drive change with our expertise in this industry.

In the News

“Adventist Health hopes to save $100 million with GE Healthcare,” March 7, 2019, Sacramento Business Journal -- Roseville-based Adventist Health is setting out to reach $100 million in savings through a new partnership with GE Healthcare. The new partnership, announced Tuesday, will see GE Healthcare deploy new efficiency measures throughout Adventist Health’s hospitals and clinics. The benchmark of $100 million in savings, which is anticipated to happen over the next five years, will come by making sure Adventist Health sites are using the right level of medical of equipment in the most efficient way possible, according to GE Healthcare.

“The Hospital will see you now,” Feb. 2019, Forbes -- Step inside Johns Hopkins’ 5,200-square-foot Judy Reitz Capacity Command Center and it’s a bit like you’ve entered NASA mission control.  Computers hum at 24 workstations. Dispatchers field calls and direct virtual traffic. Large wall-mounted flat screens display live data dashboards. In the background, an array of artificial intelligence (AI) applications track the occupancy of every bed in every department at every second, and use predictive modeling to anticipate when the next ICU bed or operating room will become available in the next hour—or, better yet, the next minute.  Since Johns Hopkins collaborated with GE Healthcare to launch the command center several years ago, it has improved efficiency so much that it has boosted hospital capacity by the equivalent of 16 beds without extending its physical footprint by one inch.

“Jefferson Health reports success 2 years into GE partnership: 6 questions with Chief Integration Officer Kathleen Kinslow,” Feb. 15, 2019, Becker’s Health IT --  Philadelphia-based Jefferson Health embarked on an eight-year shared-risk partnership with GE Healthcare in July 2017 to optimize its patient care strategy. The goal of this collaboration is to create a forward-looking, robust health system by removing redundancies and maximizing sourcing efficiencies. Through a shared-risk model that aligns the economic interests of Jefferson Health with GE Healthcare, both organizations have agreed to critical milestones that must be achieved throughout the relationship. The joint team is focused on strategic growth, advanced clinical transformation, revenue optimization and operational efficiency, while leveraging technology to deliver best-in-class, seamless care that is convenient and affordable for patients.

“COVID-19 shows the life-saving potential of working in real-time,” Sept. 8, 2020, Healthcare IT News,  — Europe's first GE Healthcare-powered Clinical Command Centre opened in 2019. GE’s experience delivering Command Centres around the world tells them that providing caregivers with actional real-time data is key to driving optimization of healthcare.

“How do you serve more patients without adding staff or beds? Here’s one hospital’s answer,” Feb., 2019, HealthManagement -- Every day, up to 400 people come through the Emergency Department (ED) doors at Bradford Royal Infirmary (BRI) in Northern England. The hospital serves 500,000 people who live in Bradford and communities across Yorkshire, one of the largest regions in all of England. Over the last decade, ED attendances have grown by more than 40% to 125,000 ED attendances, driving a bed capacity rate that routinely exceeds 96%*. It all paints a clear picture of the growing demand on the region’s healthcare system. That’s why BRI, part of Bradford Teaching Hospitals NHS Foundation Trust, is pioneering the first Command Centre of its kind in collaboration with GE Healthcare.

GE Healthcare Partners

500 West Monroe
Floor 21
Chicago, IL 60661
Phone: (312) 775-1700

Firm Stats

Employer Type: Subsidiary
Stock Symbol: GE
Stock Exchange: NYSE
CEO Consulting: Geoff Martin
CEO Clinical Command Centers: Jeff Terry
2020 Employees (All Locations): 238

Major Office Locations

Chicago, IL USA
London, England UK
Dubai, UAE

Major Departments & Practices

Integrated Delivery Systems

Population Health Strategies

Physician Group Strategies

Service Line Strategies

Clinical Operations/Transformation

Command Center and Predictive Analytics

Care Management

Capacity Strategy

Perioperative

Care Redesign

Patient Flow

Human Capital Value Chain

Productivity and Staffing

HR/Compensation/Benefits

Management/Leadership Systems

Talent Acquisition

Performance Management

Financial Performance

Revenue Cycle

Financial Operations/Value Modeling

Pharmacy

Health System Integration

Imaging

Technology/Planning

Service Line Optimization

Innovation