Implementation services · Oracle Health / Cerner
MedSys Group
MedSys Group is a healthcare IT consulting firm focused on Oracle Health / Cerner Millennium implementation, optimization, legacy support, and related staffing. It is a delivery partner, not an EHR product vendor.
Strong fit
- Health systems running or moving to Oracle Health (Cerner Millennium)
- Groups that need support for an old EHR during a transition lasting years
- Buyers who want named consultants who know the software well, not unnamed staff
Weak fit
- Epic-only organizations that will not consider Oracle Health specialists
- Tiny clinics installing one outpatient software tool with the vendor's setup help included
- Buyers who want a fixed price with no named consultants
Bottom line
MedSys Group is worth using for Oracle Health and related EHR projects where deep application knowledge and transition support matter. It suits buyers with a strong project office that can name consultants and hold go-live criteria. Epic-only buyers will usually prefer Nordic or Tegria.
Score breakdown
Weights: Outcomes 35% · Product 30% · Implementation 20% · Pricing clarity 15%.
MedSys Group is a healthcare IT consulting firm backed by CSI Companies. Most of its work is Oracle Health (Cerner Millennium) setup, improvement, support for older systems, and related staffing.
What it sells is its team of consultants. It competes with Tegria, Nordic, and Divurgent, and is less known for Epic.
Results look strongest when the firm assigns specific Millennium experts and handing knowledge to your staff is written into the plan.
Even so, quality depends on your project office and how strictly you hold go-live criteria.
Insist on consultants you can name, clear milestones for handing over knowledge, and a project office that can say no to added scope. Projects fail when the firm is treated as interchangeable contractors.
Pricing follows consulting rates.
Among the consulting firms we review, MedSys scores near Divurgent and Impact Advisors and below Tegria.
Epic-only buyers will usually keep Nordic or Tegria at the top of the list. MedSys is most interesting when Oracle Health know-how is the reason to hire.
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 |
| Harmony Healthcare IT | 7.2 | 7.5 |
| 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. Rates vary by role and security clearance needs. |
| What usually drives cost | Which modules, how long, named senior consultants, and federal security clearance when needed. |
| What to ask before you buy | The average rate, resumes for named consultants, and what happens to cost if go-live slips. |
| Published pricing | MedSys Group does not publish prices. Expect a statement of work with rates by role. |
Prerequisites for purchase
| Need | Why it matters |
|---|---|
| What you need to get MedSys Group to function | |
| A defined Oracle Health (Cerner) project with an executive sponsor | Millennium work without limits turns into endless staffing. |
| Named staff who own each application | Consultants cannot own your long-term support. |
| A project office willing to hold firm on go-live criteria | Loose go-lives lead to endless post-launch support. |
| Access to test systems and change calendars | Blocked test systems stall build work. |
| Milestones for handing over knowledge in the statement of work | Otherwise the know-how leaves when the contract ends. |
| What will maximize your value | |
| Get resumes for named people before kickoff | Unnamed staff hide weak fits. |
| Track each module's readiness against clear finish criteria | Percent-complete without criteria misleads leaders. |
| Spell out who supports the old system during the transition | Running two systems needs owners. |
| Check post-launch ticket trends every week | Ticket trends show when things settle, not gut feel. |
| Budget for improvements after go-live | Stopping at the build leaves value on the table. |
| Deal-breakers | |
| You are Epic-only and will not hire Oracle Health specialists. | |
| You want the lowest rate with no named consultants. | |
| No one on staff will take over the knowledge. | |
| The go-live date is fixed with no control over scope. | |
| You only need the setup help one software vendor includes. | |
Value creation time frame
| # | Stage | Typical range |
|---|---|---|
| 1 | From signing to kickoff | 2-6 weeks for the statement of work, matching consultants, and system access |
| 2 | From kickoff to first use | Varies widely: weeks for improvement work, many months for full installs |
| 3 | From first use to steady results | 6-16 weeks of close support and handover after major go-lives |
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.