Architecting a Global Telehealth Team: How a Fertility Company Cut Wait Times and Scaled Consultations Nationwide
A national fertility clinic network had 60-day wait times for first consultations and a care team at capacity. More Canvas project-managed the launch of a new Global Telehealth division — building the team, the patient education ecosystem, and the operational infrastructure — cutting wait times to 2 weeks and enabling 2,600 additional consultations year-over-year.
Growth is a good problem to have — until the infrastructure underneath it starts to crack.
A leading national network of fertility clinics was experiencing exactly that kind of momentum. New patients were coming in faster than ever. But the systems built to serve them hadn't kept pace. First-consultation wait times had stretched to 60 days. Phone queues were long. And the clinical team's capacity to handle the volume of consultations patients needed was being tested daily.
The CEO had a clear vision: launch a dedicated Global Telehealth team that could handle consultations remotely, move faster, and serve more patients — without sacrificing the quality of care the organization was known for. The question wasn't whether to build it. It was how to build it right, and quickly.
What happens when a healthcare network grows faster than its patient care infrastructure?
Launching a new telehealth division inside a large, multi-site healthcare network is not a simple project. It requires coordinating across departments, aligning stakeholders with competing priorities, and building the patient-facing infrastructure to support a completely new care pathway — all at the same time.
The company also identified a critical gap that could undermine the whole effort: patients weren't arriving at their consultations prepared. Without the right education, even a faster appointment wasn't necessarily a better one. The new team needed patients who understood the process, came ready with the right information, and felt supported from the moment they booked.
How do you launch a telehealth division inside a large, multi-site healthcare network?
More Canvas embedded with the incoming Global Telehealth team from the start, serving as a strategic partner, project manager, and meeting facilitator across the initiative. Our role was to keep the complexity organized and the momentum going — across departments, across stakeholders, and across every phase of the launch.
Our work spanned two interconnected tracks:
Team Launch & Operational Infrastructure: We supported the hiring, onboarding, and training process to stand up the Global Telehealth team, coordinating across clinical, operational, and executive leadership to ensure the right people were in place and ready to perform from day one.
Patient Education Ecosystem: We identified gaps in how patients were being prepared for their consultations and built a comprehensive library of materials from the ground up. This included an updated FAQ repository, 20+ educational videos linked directly to welcome packets and newsletters, and a brand-new automated welcome drip campaign — carefully timed to deliver the right information to patients in the days and weeks leading up to their consult. We also developed structured information packets with checklists tailored specifically for the nursing and financial teams.
Throughout the engagement, we facilitated cross-functional alignment — synthesizing input from multiple departments into clear decisions and forward momentum.
"Collaborating with MCC has been a pleasure. When implementing a complex initiative — especially one involving multiple departments and stakeholders — MCC was exceptional at organizing and synthesizing everyone's input into a clear, logical, and actionable framework. Their ability to align diverse perspectives and keep the process moving forward made a meaningful difference in the success of the project."
—Chief Operating Officer
What results can telehealth infrastructure transformation deliver?
The Global Telehealth division launched on schedule. And the numbers that followed told the story clearly.
First-consultation wait time dropped from 60 days to 2 weeks.
Their team handled 2,600 more consultations year-over-year.
Average phone wait time decreased by 8 minutes.
And the clinical operations team absorbed 38,000 additional calls — without the system breaking down.
These weren't incremental improvements. They were a structural shift in what this growing fertility network could offer its patients.
Is your organization navigating a complex operational transformation? We specialize in helping healthcare teams build the infrastructure to scale without losing sight of the patient. Let's talk.
