Reframe outreach around USPI integration + facility-level labor stability, not generic ‘engagement.’

Tenet’s stated “structural cost reduction via technology” and continued USPI expansion make adoption hinge on operational outcomes: faster manager ramp, fewer preventable exits, and less HR friction during integration waves.

→ AE

Open discovery by forcing segmentation: document how manager routines differ across Hospital Operations, USPI ambulatory sites, and Conifer.

A single monolithic process will be rejected; Tenet needs configurable workflows by segment with enterprise roll-up reporting—this is where most ‘name swap’ pitches fail.

→ AE

Define a pilot that matches Tenet’s integration reality: one USPI region (newly acquired or currently standardizing) plus a parallel hospital market cohort.

Running USPI-only risks being dismissed as non-transferable; running hospital-only misses Tenet’s growth engine. A dual-cohort pilot proves configurability and enterprise governance simultaneously.

→ AE

Build a Tenet-specific POV model with agreed inputs: early-tenure attrition cost, vacancy-day cost proxies, overtime/agency exposure, and HR ticket volume during onboarding/review cycles.

Tenet’s finance stakeholders will discount broad ROI claims; pre-agreed assumptions and a measurement plan tied to facility/cohort baselines is the fastest path to credibility.

→ Sales Leadership

Demo as ‘three operating rhythms, one dashboard’: show different manager workflows for hospitals vs. ASCs vs. Conifer with unified analytics roll-up.

Tenet’s uniqueness is mixed operating models. Proving segmented configuration plus enterprise reporting neutralizes the ‘we already have modules’ objection and reduces perceived rollout risk.

→ SE

Prepare the security/procurement fast-track packet: data boundary map (no PHI), SSO/SCIM, RBAC, audit logs, retention policies, and implementation timeline with minimal IT lift.

Tenet’s governance-heavy buying process can extend cycles; proactively removing security ambiguity prevents stall-outs and “default to incumbent” outcomes.

→ SE

Expand from integration lanes to enterprise standardization: (1) USPI regional rollout, (2) multi-market hospital rollout, (3) Conifer/shared-services enablement.

This mirrors Tenet’s actual operating structure and reduces change fatigue by sequencing expansions along existing leadership and governance lines.

→ Sales Leadership

Create a Tenet executive dashboard that reports outcomes in the way operators run the business: by facility, role family, tenure band, and manager.

Tenet’s complexity is distributed; without manager- and facility-level visibility, improvements cannot be operationalized or defended to Finance as structural savings.

→ AE

Institutionalize ‘manager system’ governance: define enterprise standards (cadence, minimum expectations, auditability) with local configuration for ASC/hospital differences.

Tenet will not accept one-size-fits-all; it will accept a clear enterprise floor with controlled local flexibility—especially during ongoing ambulatory acquisition integration.

→ AE