About
I’m Lisa Krueger, MSN, MBA, founder of Elite Healthcare Advisors. I’ve spent more than 15 years in healthcare operations. But I didn’t start there. I started in the exam room. I came up clinically, as an acute-care hospitalist nurse practitioner. That’s where I learned how care actually gets delivered, at the bedside, under pressure. It’s also where I started to see how much of a practice’s performance is decided long before anything shows up on a report.
15+Years in operations
40+Facilities
1,200+Clinical staff
20,000+Patients
Concurrent scope under direct operational ownership, not career totals.
So I moved into operations, and for years I did both at once. I built a revenue cycle function from the ground up: credentialing, coding, documentation, billing, and the technology behind it. I served as Chief Operating Officer of a hospital medicine company, helping drive 30% year-over-year growth and playing a key role through its private equity sale and integration into a national platform.
I went on to serve as National Director of a CMS Bundled Payments for Care Improvement Advanced program, and later held simultaneous operational ownership across 40+ facilities, 1,200+ clinical staff, and 20,000+ patients.
That path is the reason I do what I do now, and the reason I do it the way I do.
The Difference
Most people who advise physician groups come from one side of the house. They’re clinical, or they’re operational, or they’re financial. I read these businesses through all three at once.
When I look at a P&L, I don’t just see the numbers. I see the workflow behind them, the clinical decisions driving them, and the operational gaps hiding in them. That’s what makes the investigative work pay off. I know where to look, because I’ve stood in every part of the building.
What I Believe
- A physician’s time belongs with patients, not paperwork. The best operations quietly carry the load so clinicians don’t have to.
- Value isn’t about cutting costs. Anyone can cut costs by cutting care. The real work is bringing cost down while outcomes go up.
- Most performance problems don’t live in one department. They live in the space between operations, clinical care, and finance, which is exactly where I like to work.
If something in your operation isn’t performing and the reports aren’t telling you why, that’s the conversation I’m best at.