Implementation services · EHR staffing & consulting
HealthTECH Resources
HealthTECH Resources is a mid-market healthcare IT staffing and consulting firm focused on EHR implementation, optimization, and related delivery support. It is an implementation partner, not an EHR product.
Strong fit
- Provider organizations that need mid-sized Epic or EHR staffing and consulting, not a giant consulting brand
- CIOs who want flexible consultants and contract staff for improvement projects
- Buyers comparing smaller implementation partners
Weak fit
- Health systems that will only hire a firm the size of Tegria for a full Epic program
- Practices that only need virtual medical assistants and no one to lead EHR work
- Buyers looking only for cybersecurity products
Bottom line
HealthTECH Resources is worth considering for mid-sized organizations that need flexible Epic and health IT consultants for EHR projects. It suits buyers who can vet the named consultants on their project. Organizations that need a partner to own a full transformation may prefer Cumberland or Tegria.
Score breakdown
Weights: Outcomes 35% · Product 30% · Implementation 20% · Pricing clarity 15%.
HealthTECH Resources is a healthcare IT staffing and consulting firm in Phoenix led by President and CEO Larry Hodge.
It focuses on setting up and improving EHRs, plus related project support. It is an implementation partner, not an EHR product.
Results depend heavily on which named consultants join a project.
The firm is smaller than Cumberland or Tegria when a client needs one partner to own a full transformation.
Among implementation partners we review, HealthTECH Resources scores above Ero Health as a practical choice that combines staffing with consulting.
Cumberland suits buyers who want broader advice and ongoing managed services. Ero Health suits eClinicalWorks work, and Tegria suits very large Epic programs.
It is a useful team for mid-sized clients, with results that depend on each project.
Competitor landscape
| Vendor | Overall | Speed to go-live |
|---|---|---|
| Tegria | 7.6 | 7.7 |
| Cumberland Consulting | 7.6 | 7.3 |
| Ellit Groups | 7.5 | 7.2 |
| ReMedi Health Solutions | 7.5 | 7.3 |
| Divurgent | 7.4 | 7.4 |
| Nordic | 7.4 | 7.1 |
| Pivot Point Consulting | 7.3 | 7.1 |
| MedSys Group | 7.3 | 7.0 |
| HPG | 7.3 | 7.1 |
| Stoltenberg Consulting | 7.2 | 7.0 |
| Signature Consulting Group | 7.1 | 7.0 |
| Morgan Hunter Healthcare | 7.1 | 6.9 |
| HealthTECH Resources | 6.9 | 6.8 |
| Ero Health | 6.7 | 6.6 |
Pricing
| Item | Detail |
|---|---|
| Model | Hourly or project-based consulting for EHR staffing and project work, with quoted prices. |
| What usually drives cost | Which roles you need, your EHR, project length, and how much work is on site or remote. |
| What to ask before you buy | Hourly or project rates for the roles on your EHR, with the estimated weeks to launch. |
| Published pricing | HealthTECH Resources does not publish prices. It quotes by role and project. |
Prerequisites for purchase
| Need | Why it matters |
|---|---|
| What you need to get HealthTECH Resources to function | |
| A named project sponsor | Staffing projects drift without an owner. |
| Written EHR and role needs | Vague job requests bring the wrong consultants. |
| Agreed measures of success | You cannot judge the work without a starting point. |
| A written plan for your staff to learn the work | Otherwise you stay dependent. |
| A clear path through purchasing and onboarding | Contractors get stuck in hospital HR. |
| What will maximize your value | |
| Ask for the resumes of the named consultants | The people matter more than the sales slides. |
| Set a fixed end date for the first phase | Open-ended contract staffing burns budget. |
| Pair consultants with your own staff | Learning alongside them beats handing everything off. |
| Deal-breakers | |
| You only need offshore virtual assistants | |
| You will only hire giant Epic-focused firms | |
| You only need a cybersecurity product | |
Value creation time frame
| # | Stage | Typical range |
|---|---|---|
| 1 | Define roles and pick a few candidates | 1-3 weeks |
| 2 | Onboarding and the work itself | 4-16 weeks |
| 3 | Training your staff to take over | 2-6 weeks |
Leadership
Methodology
| Weight | Factor | What it measures |
|---|---|---|
| 35% | Customer outcomes | Whether buyers get measurable operational or clinical-workflow results after go-live |
| 30% | Product | Capability depth, reliability, and fit for the job the category buys |
| 20% | Implementation | How hard it is to stand up, integrate, train, and stabilize |
| 15% | Pricing clarity | Whether a buyer can model total cost without a mystery quote |
| Label | Meaning |
|---|---|
| Highly recommend | Strong outcomes and product with manageable caveats |
| Recommend | Solid fit for the right buyer; know the tradeoffs |
| Conditional | Only with a specific use case or heavy caveats |
| Not recommended | Avoid for most buyers in this category |
Read our full methodology for how we weight scores and assign recommend labels.