Healthcare CRM & Contact Center
Better inquiry management, built around your hospital.
Start with one department, prove the approach works, then expand on a defined scope.
The problem
Scale makes inconsistency worse, not better.
In a hospital, the inquiry problem is rarely one team's problem. The contact center answers one way, the department answers another, and a question that needs a clinician takes three handovers to reach one.
We give the contact center and department teams one consistent way to respond, coordinate and follow up. The route in is a paid diagnostic and a single-department pilot — a contained starting point that shows adoption and quality before anyone commits to a wider rollout.
Choose your implementation scope
Start with a focused diagnostic.
Scope depends on departments, inquiry journeys, staff, channels and integration needs. An inquiry journey is one agreed workflow — a consultation inquiry through to booking, say, or following up with someone who has not yet booked.
Step 01
Paid diagnostic
2–3 weeks · fee agreed before assessment
Up to 3 departments: sample inquiry review, staff interviews, workflow assessment, baseline measures and a defined implementation scope.
A focused starting point
Department pilot
6–8 weeks
1 department and 2 priority inquiry journeys, up to 5 staff, 2 text channels, Thai and English within the agreed scope.
Extend to more teams
Several-department rollout
10–14 weeks
Up to 3 departments and 6 journeys, up to 20 staff, 3 text channels, Thai and English within the agreed scope.
A broader operating scope
Broader hospital implementation
14–20 weeks
One site with up to 6 departments, up to 12 journeys and 35 staff, 4 text channels. Language requirements confirmed during scoping.
Implementation is quoted against the diagnostic's findings, and the proposal states how completed work carries into the phase after it. Delivery periods assume timely access, approved content and staff availability. Fees are quoted for your agreed scope. VAT, software subscriptions, usage charges and separately scoped integrations are excluded. Voice services, custom HIS connections, complex migration, additional sites and additional languages are scoped separately.
What is included
Consistency across the whole inquiry journey.
Not just the first reply — ownership, escalation, follow-up and the reporting that shows whether any of it is working.
Inquiry and handover workflows
Ownership, next actions and escalation routes that hold up between the contact center and the departments.
Approved knowledge and responses
Response frameworks built from your hospital's approved information, with a named content owner and an update procedure.
AI assistance with human review
AI-assisted drafting, staff review before sending, and explicit clinical escalation rules.
Status tracking and reporting
Inquiry ownership, follow-up procedures and a practical performance dashboard your managers will actually open.
Staff training and acceptance testing
Role-based training, competency checks and acceptance testing before the pilot is signed off.
A sustainable handover
Your team operates and maintains the service afterwards, with the procedures to keep it current.
How we work
A practical path from assessment to daily use.
- 1
Diagnose
Review sample inquiries, interview staff, assess workflows and set baseline measures across up to three departments.
- 2
Implement a pilot
Configure one department against two priority journeys, using suitable existing tools wherever they are up to the job.
- 3
Train and validate
Train the department team, run competency checks and complete acceptance testing against the agreed measures.
- 4
Review and expand
Assess adoption and quality against the baseline, then scope the next departments on evidence rather than optimism.
Working together
Clear responsibilities from the start.
What LBS does
- Assess needs and define the agreed implementation scope.
- Design workflows and configure suitable tools.
- Prepare response frameworks, training and operating guidance.
- Complete agreed testing, reporting setup and handover support.
What your hospital does
- Appoint an executive sponsor, an operational owner and a content owner.
- Provide approved information and timely decisions.
- Arrange IT access, internal approvals and clinical escalation contacts.
- Assign staff to operate the service and maintain information after handover.
The hospital retains daily inquiry handling, clinical decisions, appointment availability and lead generation. The project measures agreed process and quality outcomes; it does not guarantee patient volume or revenue.
Optional ongoing support
Support your team after implementation.
Two rhythms, generally chosen as alternatives rather than together. Both support your in-house team; daily patient inquiry handling stays outside both.
Monthly quality and improvement
- Up to 8 specialist hours.
- Review of up to 50 conversations.
- One management meeting.
- Minor improvements within those hours.
Quarterly review
- Review of up to 150 conversations.
- KPI assessment against the baseline.
- One workshop with your team.
- Prioritized recommendations.
New departments, major redesign and additional integrations are scoped separately.
Your questions
Before we get started.
Why start with one department?
Because a contained pilot produces evidence. You see adoption and quality against a baseline before committing budget to a wider rollout, and the work completed carries into the next phase.
Will this replace our HIS or contact-center platform?
Not usually. We configure suitable existing tools where they are capable. Custom HIS connections, voice services, complex migration and additional sites are scoped separately.
Who handles clinical questions?
Your clinicians. AI assistance and trained staff handle approved administrative communication, and escalation rules route anything clinical to the contact you designate.
Does this include daily inquiry handling?
Not for hospitals. Model 1 — setup and handover — is the main offer here, and your team operates the service. The optional support packages review and improve; they do not staff your inquiries.
How do you measure whether it worked?
Against the baseline taken during the diagnostic: response time, accuracy, follow-up completion and unresolved cases. We measure process and quality outcomes, not patient volume or revenue.