Implementation services · Oracle Health / Cerner consulting
HPG
HPG (HPG Resources) is a healthcare IT consulting firm with a strong Oracle Health / Cerner practice covering implementation, optimization, revenue cycle, and application support. It is not an EHR vendor.
Strong fit
- Hospitals running Oracle Health or Cerner that need long-term application and billing consultants
- Programs that value long-serving employed consultants over contractors found through a marketplace
- Buyers who track stability after launch and the quality of the build
Weak fit
- Epic-only programs that want an Epic-focused firm first
- Buyers who only want strategy slides and no one to build
- Organizations that will not keep their own owners working beside consultants
Bottom line
HPG is worth using for health systems running Oracle Health or Cerner that want experienced consultants with deep application knowledge. It suits organizations that value long-tenured staff and flexible support through upgrades. Health systems running large Epic programs may prefer Tegria or Nordic.
Score breakdown
Weights: Outcomes 35% · Product 30% · Implementation 20% · Pricing clarity 15%.
HPG, or HPG Resources, provides healthcare IT consulting with a strong focus on Oracle Health and Cerner.
It covers setup, improvement, billing, and long-term application support. It is a services firm, not an EHR vendor.
Clients praise its build quality, billing support, and flexible staffing through upgrades. Pricing is set in each work order.
HPG is less likely to be a first call for large Epic programs, where Tegria or Nordic usually lead.
Tegria also suits buyers who need a larger firm across several EHRs. Morgan Hunter suits those who mainly need a mix of Epic and Cerner staff.
HPG has a credible reputation in Cerner work and is a solid choice as a focused consulting firm.
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 | Healthcare IT consulting and staffing for Oracle Health, Cerner, and related EHR work, sold by work order or by the hour. |
| What usually drives cost | Consultant experience, which modules are covered, how long the work lasts, and whether it is building, improving, or supporting older systems. |
| What to ask before you buy | The average rate and estimated hours for your Millennium modules, with named consultants and terms for replacing them. |
| Published pricing | HPG does not publish a price list. |
Prerequisites for purchase
| Need | Why it matters |
|---|---|
| What you need to get HPG to function | |
| Named application owners for each part of Millennium | Consultants cannot own the work forever. |
| A clear split between building and improving | Vague work orders create churn. |
| Access to test environments and a change control process | Blocked environments stall the work. |
| Billing and clinical leaders in agreement | Tickets handled in separate silos create rework. |
| Decision rights for design questions within 48 hours | Decisions left waiting burn hours. |
| What will maximize your value | |
| Keep the same consultants for builds that last months | Changing people every week loses context. |
| Pair every consultant with someone on your staff who learns alongside | Your staff learning the work is the real product. |
| Track how often fixed problems come back after each build cycle | Quality matters more than hours worked. |
| Fix the most important charging and clinical steps first | Rare cases can wait. |
| Hold a weekly meeting with the vendor and HPG leads to sort problems | Three-way blame wastes weeks. |
| Deal-breakers | |
| You need a large Epic-only firm to lead a huge program. | |
| You have no application owners on staff. | |
| Test environments and change control are not available. | |
| You only want strategy slides, with no build work. | |
| Leadership will not decide design questions quickly. | |
Value creation time frame
| # | Stage | Typical range |
|---|---|---|
| 1 | From signing to kickoff | 1-3 weeks |
| 2 | From kickoff to the first finished build or support milestone | 4-12 weeks |
| 3 | From the first milestone to steady results | 2-4 months of steady support |
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.