Engagement
Model
Risk adjustment programs under execution pressure require structured
intervention and sustained oversight.
Gentry Consulting operates at the program level—stabilizing performance,
aligning execution, and supporting defensible outcomes.
Risk adjustment performance is no longer measured solely by capture.
It is judged by the stability and defensibility of revenue under audit,
regulatory pressure, and operational variation.
When performance becomes unstable, the issue is rarely isolated to coding,
analytics, or vendor execution. It is a program-level problem requiring
coordinated oversight and decision support across the organization.
Engagement Structure
Program Stability Diagnostic
Senior program-level oversight providing continuous decision support,
execution alignment, and vendor coordination across the risk adjustment
program.
Engagements operate as an extension of leadership—supporting key decisions,
resolving execution gaps, and maintaining program stability over time.
Typically follows stabilization work or is engaged directly where sustained
oversight is required.
Ongoing Program Counsel
A structured 4–6 week engagement to identify variance drivers, execution
breakdowns, and audit exposure across the risk adjustment program.
The diagnostic establishes a clear stabilization path—defining where
performance is misaligned and what actions are required to restore control.
Used when performance is unclear, unstable, or under active pressure.
Audit & Regulatory Response
Focused engagement during active RADV, HHS-RADV, or DOJ inquiry.
Work centers on first-response oversight, audit coordination, and
defensibility of submitted data within the broader program context.
Scoped to the engagement and integrated with ongoing program
execution.
Engagements typically begin with a Program Stability
Diagnostic and transition into ongoing Program Counsel
where sustained oversight is required.
In active audit scenarios, work may begin directly in
response mode.
How Gentry Consulting Works
Engagements are led directly at the senior level, with a focus on program
execution rather than advisory abstraction.
Work is structured around decision support, execution alignment, and audit
defensibility—not staff augmentation or isolated function-level activity.
The objective is not incremental improvement. It is stabilization, control,
and sustained performance under real operating conditions.
Initial discussions are structured to assess current
conditions, identify pressure points, and determine
the appropriate engagement path.