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Reimagining Healthcare Systems for a Sustainable Future

Author: Joshua Iaquinto

Founder & Director, AskLuci.io and PhysioCall.com.au

October 2025

AUTHOR’S MESSAGE

I remember walking into my first private practice job as a new grad physiotherapist, carrying a degree that had prepared me brilliantly for hospitals—and almost not at all for the reality of running or working in a private clinic.It didn’t train me to run a business.

My new grad private practice employers were too busy working with their own clients to mentor anyone properly.

I watched owners stay back late every night—not because they loved being in the clinic—but because the admin never stopped. I saw passionate therapists burning out, not from lack of care, but from a total lack of structure.

At first, I thought:

“Maybe this is just how it is. Maybe healthcare just is chaotic.”

But then I noticed something that changed everything.

The same story kept repeating: smart, caring, hard‑working clinic owners—often brilliant clinically—couldn’t answer the most basic business questions:

Where is the money (net profit)?
Why does it feel like we’re busy, but always behind?
Why is the clinic worth very little as a sellable asset after decades of practice?
Was it even worth taking on the all the responsibility and liability of running your own clinic and being responsible for others!

In a simple service business, if one therapist sees one patient who pays on the spot, the journey of that money should be obvious. But for many clinics, tracking revenue from booking to bank account is like following smoke in the dark.

Add in third‑party billing—Medicare, WorkCover, DVA, NDIS, private health, GP plans—and the pain compounds. Admin explodes. Cash flow slows. But for the patient? The difference is usually just a few extra forms and delays.

That’s when I realised:

“This isn’t a people problem; it’s a process problem.”

When I travelled the country with business coach Nick Schuster (Ultimate Physio), I sat with hundreds of clinic owners who bravely shared their fears.

Different suburbs. Different patient demographics. Similar values.

Yet no two clinics ran the same way.

Pricing was different per billable item.
Consult times were different.
Team structures were different.
Admin processes were wildly different.
Practice management systems (PMS) were run differently.
Interpretations of Medicare, WorkCover, insurance claims, and invoicing rules?Completely unregulated and unaligned.

A recurring, uncomfortable pattern emerged:

Owners were delegating financial management to whoever was

And still, the same question haunted them:

“Where’s all the money gone?”

Practice managers and therapists worked late not out of choice, but necessity. Admin never stopped. Financial confidence eroded. Some started questioning whether healthcare was even worth it.

So much redundancy—just to get paid—revealed something deeper:

“This isn’t just a people issue—it’s a systemic process failure, but no one

Across Australia, and increasingly around the world, I see the same thing:

Too many administrators
Too little integration
Too much manual handling and redundant tasks
Too few owners truly in control

Business inefficiency has quietly become an epidemic, not an inconvenience.

If those delivering healthcare are exhausted and disillusioned, we risk an industry where “the sick are treating the sick.”

Because what began as frustration is now an unprecedented opportunity.

“What began as frustration is now an unprecedented opportunity—for reinvention, trust, transparency, and business freedom—if we’re willing to name and fix it.”

This whitepaper is my attempt to name it—and offer a pathway out.

EXECUTIVE SUMMARY — Why This Matters Now

Every profession reaches a tipping point where it must decide what it truly stands for.

For allied health, that moment is now.

The old assumptions and actions no longer work:

That staff effort and enthusiasm for helping people can no longer compensate for bad systems
That “good people doing their best” is not a business model
That more admin, therapists or patients will fix the complexity of the 3 major system caps that limit clinic owner net profit and sustainability
That legacy PMS software is “good enough” and that the government, banking and financial Institutions are doing everything they can to support us allied heath professionals.

According to Nous Group’s Physiotherapy Sustainable Rate Report (2025), the sustainable hourly rate for physiotherapy in Australia is $261 AUD—yet most clinics are nowhere near this when you factor in admin load, administrative, bookkeeping and accounting write‑offs, no‑shows, and unpaid time.

At the same time, administrative roles in healthcare have been growing at roughly three times the rate of clinical roles in advanced economies.¹ Administrative bloat is no longer an oddity; it’s the norm.

We are now in a period where:

Effort alone is no longer enough to offset inefficiency
The traditional allied health business model (from training to billing to governance) is fundamentally misaligned with modern complexity
Automation, integration, and digital governance for improved customer experience and financial control are not “nice to haves” — they are existential

If allied health clinics don’t modernise system operations, and automations, our regulatory bodies will continue to keep us juvenile and incompetent. Clinics that don’t evolve will not be “left alone”—they’ll be left behind, and absorbed.

The real question is not:

“Will disruption happen?”

It’s:

“Who will lead it—and on whose terms?”

This paper argues that:

1. The crisis is structural. It’s not about lazy staff or “bad millennials”—it’s the architecture of how allied health interfaces with government, insurers, and banks

2. Technology is the great equaliser. Automation, integrated rails, and AI aren’t threats; they’re the only way to rebuild a fair and sustainable system.

3. We need a new operating framework:

○ The One Best Way — a standard for how clinics run, integrate, and measure admin.

4. We already have proof of what’s possible. In real clinics, using real tools, we’ve reduced administrative minutes per completed appointment (AMCA) to under 5 minutes and restored profit margins above 15%, while giving clinicians back time to care.

5. Allied health can be the national sandbox for a new era of integrated health administration—one that later extends to GPs, specialists, and hospitals.

If we act, we can restore trust, sustainability, and pride in our work, our industry, in the people we serve and the community and culture that come with that.
If we delay, we will continue to burn out our best people while admin quietly suffocate our margins and our mission to help people in allied health.

The stakes are clear:

Owners were delegating financial management to whoever was

And still, the same question haunted them:

“Where’s all the money gone?”

Practice managers and therapists worked late not out of choice, but necessity. Admin never stopped. Financial confidence eroded. Some started questioning whether healthcare was even worth it.

So much redundancy—just to get paid—revealed something deeper:

“This isn’t just a people issue—it’s a systemic process failure, but no one

Across Australia, and increasingly around the world, I see the same thing:

Too many administrators
Too little integration
Too much manual handling and redundant tasks
Too few owners truly in control

THE CRISIS AT HAND: A HIERARCHY OF DISORDER

“We have a level of division inside allied health clinics that has persisted for decades—a hierarchy of disorder that leaves a few in power and the many powerless.”

Unlike many industries, healthcare cannot operate independently of government and institutional systems. At every level, clinics are bound to:

Medicare
DVA and veterans’ schemes
WorkCover and Comcare
NDIS and mental health plans
Private Health Insurance (PHI)
Banks and payment gateways

We don’t just interact with these systems—we absorb their complexity as overhead.

The result? A power imbalance where those who control data, rules, and payment rails shape the operating reality of every clinic—without ever seeing a waiting room.

Inside the average clinic, this looks like:

Front desk staff re‑keying item numbers and patient details into multiple portals
Claims bouncing or being rejected with opaque codes
Payments delayed weeks or months
Increasing headcount in admin just to keep up
Owners feeling compelled to hire more people instead of better systems

The more complex the system, the more Administrative Minutes per Completed Appointment (AMCA) increase:

More minutes entering data
More minutes correcting errors
More minutes chasing missing payments
More minutes reconciling fragmented reports

All of this is paid for by:

Lower therapist wages
Lower clinic profit
Higher stress and burnout
Less time with patients

The Structural CAP

At the top of this hierarchy sits what I call THE CAP:

Government agencies and regulators
Private Health Insurers
Major banks and payment rails

Every extra form, every opaque rule, every fragmented portal adds friction that is ultimately absorbed by clinics as:

Higher AMCA
Higher Operating Expenses (OPEX)
Lower sustainable hourly rates

As complexity increases, viable clinic margins shrink.

“We need to demand more from the top, not settle for less.””

We need a system where:

Every health professional has equal opportunity and access to client data
Operational clarity isn’t a privilege—it’s baseline infrastructure

Right now, that’s not our reality.

WHAT IT FEELS LIKE ON THE GROUND: THE PAIN POINTS

Let’s name the pain as it actually shows up in clinics.

Admin hires continue to outpace clinical roles. This trend, visible for decades in countries like the US, is now clearly entrenched in Australia. Admin often grows three times faster than clinical capacity.
Clinic survival is threatened by OPEX, not just competition. Rising rent, wages, and software costs are compounded by bloated admin.
Most clinics are stuck on legacy systems. Outdated practice management software, siloed CRMs, and manual spreadsheets make integration nearly impossible.
The cost of “staying put” is hidden but enormous. Doing nothing feels safer, yet every month on outdated systems erodes margins and morale.
Practice managers and key admin are single points of failure. When long‑serving staff retire or move on, they often take undocumented SOPs and “how things really work” with them.
Tech solutions don’t talk to each other. Payment terminals, PMS, referral systems, and government portals are often separate islands. Tools stack up, complexity rises, AMCA increases.
Most clinics are not ready for AI or automation. They’re buried under manual processes and bad data. You can’t automate chaos; you can only accelerate it.
Financial beliefs block financial sustainability. Many health professionals were trained to “help, not profit.” That’s noble—but when it prevents clinics from being viable, it hurts everyone.
Advertising and marketing are constrained by regulation. Unlike other sectors, health businesses operate with tighter rules around testimonials, claims, and language. This reduces the ability to differentiate and grow.
Weak business systems create passive clinics. Many clinics wait for referrals instead of building clear “go to market” strategies.
Owners are burning out. They carry risk, debt, and responsibility, often for low ROI. Their stress trickles down to teams, increases wait times, reduces consult quality, and erodes public trust.

Underneath it all, there’s a core reality:

Too much of every fee is poured into redundant admin—which technology

STRUCTURAL READINESS: WHO IS PREPARED FOR DISRUPTION?

Right now, allied health sits between three structural positions:

1. Government / Private Health / Banks

Role: Shape the rules and enable the systems.
Status:
○ Ready, in theory, to push digital change.
○ Slow‑moving due to bureaucracy, risk aversion, and legacy infrastructure.

2. Future‑Ready Clinics

Role: Early adopters and industry leaders.
Status:
○ Using modern, integrated technology.
○ Capable of rapid adoption of new rails and standards
○ Positioned to scale, franchise, or multi‑site without losing control.

3. Legacy‑Based Clinics

Role: The majority today.
Status:
○ Dependent on outdated systems and manual processes.
○ High risk of irrelevance and rising costs.
○ Vulnerable to staff turnover and regulatory shifts.

The clinics that will survive—and thrive—are those that start acting now to move out of the legacy tier.

AMCA & THE THREE BOXES: HOW THE SYSTEM CURRENTLY FAILS

Let’s visualise the current landscape of administrative burden across three boxes.

BOX 1 — Legacy Small Business Systems (The Danger Zone)

Allied health clinics using outdated PMS, manual forms, and fragmented software.
Admin heavy. Processes are redundant, manual, and prone to human error.
Data is re‑keyed multiple times across different portals and systems.
No single source of truth. Reports don’t reconcile.
Owners are reliant on “that one admin who knows how it works.”

Impact on AMCA:

AMCA per appointment is high and unpredictable.
Every extra patient adds disproportionate admin load.

BOX 2 — Evolved Clinic Systems (The Transitional Zone)

Clinics have upgraded to cloud‑based systems.
Workflows are partially standardised; some automation is in place.
Systems are chosen with future integration in mind.
Teams are trained and using digital tools as part of everyday operations.

Impact on AMCA:

AMCA is improving and more measurable.
The clinic is structurally ready to plug into future government and institutional rails.

BOX 3 — Evolved Government & Institutional Systems (The Future Zone)

Government and PHI systems offer direct digital integration.
GP referrals, Medicare, DVA, NDIS, WorkCover, and mental health plans are digitally tracked end‑to‑end.
Clinics can submit, reconcile, and report with minimal manual handling.
Banks and payment gateways provide transparent, item‑level tracking and reporting.

Impact on AMCA:

AMCA drops dramatically across the ecosystem.
Clinics focus on care and strategy, not firefighting admin.

Today’s reality:

We are mostly trying to solve problems within Box 1 and 2, inside a macro‑system (Box 3) that is still archaic, fragmented, and slow to change.

TECHNOLOGY AS THE GREAT EQUALISER

The conversation around automation is often framed in fear:

“Will automation replace admin jobs?”
“Will AI make clinicians obsolete?”

The reality is very different.

According to McKinsey (2023), automation can reduce administrative workload in healthcare by 30–40%, effectively reclaiming the equivalent of one full‑time clinician per small practice.

In clinics I’ve worked with, we see the same pattern:

Automation doesn’t replace human value—it replaces manual repetition.
It doesn’t remove jobs; it removes tasks that burn people out.
It doesn’t reduce care; it amplifies it by giving clinicians their time and headspace back.

When systems connect:

Billing, reporting, and compliance fade into the background.
Front desk becomes less about data entry, more about patient experience.
Owners can finally see their business clearly, in real time.

Technology is not the villain; it’s the foundation for a fairer, more sustainable industry.

We now have:

Integrated payment rails — EFTPOS, PHI, Medicare, online payments.
Cloud‑based PMS and CRMs.
AI‑driven tools that can assist with triage, documentation, and pattern detection.
Digital forms and portals that reduce paper and re‑entry.
The clinic is structurally ready to plug into future government and institutional rails.

We now The missing piece is not whether technology exists.

The missing piece is alignment—a shared way of using it.

have:

A NEW FRAMEWORK: THE ONE BEST WAY

The future of allied health will not be rebuilt through competition between clinics—but through alignment across them.

“The One Best Way” is not a slogan; it’s a blueprint.

It means:

There is one best way to book, confirm, and complete an appointment.
One best way to handle Medicare claims and receipts.
One best way to document key clinical and financial data.
One best way to measure AMCA and accountability across teams.

Not a rigid script that kills individuality—but a shared operating system that:

Reduces waste
Increases clarity
Protects margins
Enables scale

The Three Pillars of The One Best Way

1. Operational Clarityt.

Automate and measure every key process.

Define end‑to‑end workflows for booking, billing, claims, and follow‑up.
Use digital tools to remove manual duplication.
Track AMCA for each key process and reduce it intentionally.

2. Financial Transparency

Track every dollar in real time.

Connect bookings, invoices, payments, and remittances into a single visibility layer.
Ensure owners can answer, instantly:
○ What did we bill today?
○ What was collected, what’s outstanding, and why?
Remove single points of failure in finance—no more “only one person knows how X works.”

3. Cultural Alignment

Empower every team through open governance and accountability.

Align incentives across owners, managers, therapists, and admin.
Use transparent dashboards instead of private spreadsheets.
Make performance visible, fair, and focused on shared goals

“Leadership will belong to those who can standardise excellence without standardising compassion.”

The One Best Way is not about turning clinics into robots.

It’s about giving humans the structural support they’ve never had.

When integrated systems turn guesswork into governance, profit and purpose finally converge.

THE SEASONS OF TRANSFORMATION

You don’t leap from Box 1 to Box 3 in a week. Transformation moves in seasons.

“The One Best Way” is not a slogan; it’s a blueprint.

It means:

There is one best way to book, confirm, and complete an appointment.
One best way to handle Medicare claims and receipts.
One best way to document key clinical and financial data.
One best way to measure AMCA and accountability across teams.

Not a rigid script that kills individuality—but a shared operating system that:

Reduces waste
Increases clarity
Protects margins
Enables scale

The Three Pillars of The One Best Way

Season 1 — Escape Legacy

Goal: Get clinics off legacy systems and into the cloud

Key moves:

Replace on‑premise or outdated PMS with modern, cloud‑based platforms.
Standardise basic processes (scheduling, billing, clinical notes).
Write clear, accessible SOPs—no more “tribal knowledge” locked in one person.
Build digital literacy into contracts and onboarding.

Result:

Clinics begin to stabilise operations and prepare for integration.

Season 2 — Build a Proactive Commercial Engine

Goal: Align products, payments, and marketing to reality
.
Key moves:

Redesign service offerings to reflect how people actually buy and commit to care.
Clarify pricing, packs, memberships, and rebates in language patients understand.
Use systems that connect marketing, bookings, and payments.
Shift from passive “referral dependency” to intentional “go to market” strategies.

Result:

Clinics move from waiting for demand to creating and directing it.

Season 3 — Integration & The One Best Way

Goal: Deep integration across payments, PHI, and practice systems.

Key moves:

Integrate PMS with payment systems, banks, and accounting platforms.
Implement AMCA tracking and aggressively reduce non‑value‑add admin.
Introduce a unified “One Best Way” playbook for operations and finance.
Allow patients to access their data digitally via portals.
Aim to eliminate paper where legally possible.

Result:

AMCA drops below 5 minutes per appointment. Clinics become capped only by external system limits, not internal chaos.

This is where AskLuci.io operates today—linking the operational, financial, and governance layers into something coherent and scalable.

Season 4 — Government Sandbox: Allied Health as Testbed

Goal: Trial a universal, semantic digital system at the government/institutional level—starting with allied health.

Why allied health?

Errors, while inconvenient, are rarely life‑threatening.
The ecosystem is diverse enough to be a robust testbed.
The administrative burden is high, the stakes are meaningful, but the risks are manageable.

Key moves:

Develop and trial a universal semantic digital categorisation for allied health services.
Apply this framework across:
○ Medicare
○ GP referrals
○ DVA
○ Mental health care plans
○ WorkCover & Comcare
○ NDIS
Digitally track:
○ GP referrals
○ Allied health allocation
○ Allied health allocation
Integrate with institutional (banks/PHI) systems for:
○ Transparent rebate tracking
○ Accurate allocation of digital payments, EFTPOS, and PHI claimson
○ Allied health allocation

Result:

Proof that a new digital framework improves AMCA, transparency, and government spending oversight—while maintaining or improving patient outcomes.

Season 5 — Sector‑Wide Rollout

Goal: Extend the proven framework beyond allied health.

Apply the upgraded system to:

General Practice (GPs and MBS)
Specialists
Hospitals

Overall aim:

Make administration between government, specialists, GPs, and allied health coherent and interoperable.
Improve communication and patient information flow.
Enable patients to make more informed decisions based on clear, accessible data.

If done well, this will:

Improve customer experience
Reduce administrative burden for front desk and finance teams
Lower OPEX across the health system
Free more time for humans to be human—clinicians and patients alike

THE FUTURE STATE: A UNIVERSAL SEMANTIC SYSTEM

Picture this:

No paper.
Minimal custom note‑taking.
A universal semantic digital categorisation hierarchy for allied health services.
Patient portals that integrate with government and small business systems.

In this future:

Patients can see their plans, entitlements, and usage—across Medicare, PHI, and other schemes—in one place.
Clinicians document care within a structured, interoperable framework—saving time and improving data quality.
Clinics no longer have to interpret dozens of versions of the same rule.
Government can track spending, utilisation, and outcomes with far more granularity and far less friction.

The clinic becomes:

A node in a connected health network—not a silo drowning in paperwork.

We’re not talking about a distant fantasy.

We’re talking about a logical next step if we’re willing to standardise how we work.

REAL‑WORLD PROOF: CASE STUDIES & KPIs

This isn’t theory dreamed up in a boardroom.

It’s theory pulled out of real clinics, real owners, and real data.

Case Study 1 — PhysioCall: From Bored Admin to High‑Performance Team

PhysioCall is where many of these ideas were pressure‑tested.

When we looked honestly at the front desk, we realised something confronting:

There were “bored admin” sitting behind screens and phones.
There was always something to do in the clinic—but only if admin were inspired, empowered, and equipped to do more than just “answer calls and tick boxes.

We made a few critical decisions:

1. Redefine admin roles.

○ From “reception” to “patient pathway coordinators.”

○ Clear KPIs linked to outcomes: rebook rates, PVA (Patient Visit Average), and collections.

2. AMCA Reduction

○ Systematically mapped every admin process.

○ Removed redundant steps.
○ Automated wherever possible..

○ Integrated payments, bookings, and records.

3.Rebuild the clinician workflow.

○ I took on a unified role in the patient journey:
- Welcome

- Assessment

- Plan of care

- Offer of care packs or programs

- Rebooking

- Payments

○ I received commissions linked to value and adherence—not just volume.

Results within months:

RedeAMCA dropped to under 5 minutes per completed appointment.
Clinic margins consistently exceeded 15%.
PVA increased as patients committed more fully to structured care plans.
Lifetime value (LTV) rose as patients stayed engaged with the clinic.
Utilisation improved—clinician time was focused on high‑value activities.
Customer acquisition cost (CAC) decreased as word‑of‑mouth and conversion improved.
ROI on marketing and technology investments increased because systems were aligned with behaviour.

We didn’t just work harder.

We rewired how the clinic worked.

Case Study 2 — Other Clinics Using The One Best Way

In clinics where we’ve implemented similar systems, we consistently see:

Clinic managers winning their weekends back.

○ No more manually updating spreadsheets at home.

○ No more staying back late just to reconcile numbers.

Greater transparency revealing hidden issues..

○ Sometimes, practice managers prefer control over transparency.
○ When we introduce unified dashboards, it becomes clear who is lifting the business—and who is holding it back.
○ Upside: you quickly identify incompetent leaders and managers.
○ Upside: you quickly identify incompetent leaders and managers.

Owners forced to grow up as leaders.

In numbers (directionally):

○ Increased collection rates.
○ Reduced write‑offs and unclaimed rebates.
○ Double‑digit improvements in margins..
○ Consistent reductions in AMCA and staff stress..

The message is simple:

When you install The One Best Way, you don’t just improve efficiency—you reveal truth.

And sometimes, the truth is uncomfortable.

But it’s the only way to build something that lasts.

THE HUMAN IMPACT: MORE TIME BEING HUMAN

At the end of all this talk of systems, AMCA, and KPIs, it’s worth asking:

What does this actually change for real people?

For clinic owners, it means:

Less time firefighting and more time leading.
A business that can run without them manually plugging every gap.
The confidence that their numbers are real, not approximations. systems.

For practice managers and admin, it means:

Fewer repetitive, draining tasks.
More meaningful work in customer experience and operations.
Clear expectations and fair accountability.

For therapists, it means:

Less unpaid admin outside hours.
More time in actual clinical conversation and care.
A professional environment that doesn’t burn them out.
A node in a connected health network—not a silo drowning in paperwork.

For patients, it means:

Less confusion, fewer surprises.
Easier access to their information and entitlements.
A sense that the clinic is with them, not against them, when navigating the system.

And for government and institutions, it means:

Better visibility of where money is going.
Less leakage and redundancy.
More data to make smarter policy decisions..

Most importantly, it means more time being human.

Less time chasing forms.
More time connecting.
Less bureaucratic friction.
More genuine care.

THE LEADERSHIP IMPERATIVE: WHAT OWNERS MUST DO NOW

This paper is not meant to be comfortable.

If you feel a bit exposed reading it—that’s the point

If your clinic:

Relies on one or two key admin to “keep the wheels on”
Has no clear, real‑time financial picture
Is still heavily reliant on paper, manual forms, and double‑entry
Lives in fear of practice managers leaving
Can’t clearly state its AMCA

…then the risk is already here.

Disruption is not a future event; it’s present in your day‑to‑day operations.

Your next steps as a leader

1. Audit your AMCA.

Map the true administrative minutes per completed appointment in your clinic.
Be honest. Include follow‑up, error correction, and reconciliation.

2. Classify your clinic by box and season..

Are you Box 1, 2, or approaching 3?
Are you in Season 1, 2, or 3?
Decide where you realistically are—not where you wish you were..

3. Break the dependency on single people.lassify your clinic by box and season.

Document key processes.
Move away from “ask Sarah, she knows how to do that.”
Shift your practice manager from “controller” to “governance partner.”.

4. Commit to a One Best Way

Stop allowing every clinician and admin to run their own micro‑systems.
Choose and implement standard operating procedures that everyone uses...

5.Invest in systems, not band‑aids.

Replace outdated PMS and fragmented tools.
Integrate payments, claims, and reporting.

6.Prepare for integration with future rails.

Choose platforms that can talk to banks, PHI, and government systems.
Don’t lock yourself into software that can’t evolve.

This will feel confronting.

Some people on your team will resist.

Some may need to leave.

But the cost of avoiding this is far higher:

Ongoing burnout
Financial fragility
Missed opportunities as the sector modernises around you

FINAL MESSAGE: LEADING THE TRANSFORMATION

“Disruption isn’t coming—it’s already here. The only question left is who will lead it.”

When I began my career, I believed that compassion alone could carry healthcare forward.

Now I know this:

“Compassion, without systems, breaks people.

We have built an industry on good hearts and heroic effort.
We have kept it going with unpaid overtime and emotional resilience
.We have normalised chaos and called it “busy.”

That era is over.

We now have:

The technology to integrate and automate.
The economics that demand we do so.
The courage—if we choose it—to rebuild this industry from within.

Not as rebels burning it down.

But as reformers rebuilding it around clarity, transparency, and trust.

By 2030, the clinics that once fought inefficiency will be the ones leading:

Through automation
Through open governance
Through aligned teams
Through a shared One Best Way

AskLuci.io is already:

Reducing AMCA to under 5 minutes
Restoring clinic margins beyond 15%
Giving clinicians back the time and energy to actually care

'"The leaders who step into this now won’t just survive disruption.

They will define what comes next.

Disruption has begun.

Leadership starts now."

— Joshua Iaquinto

Founder & Director, AskLuci.io and PhysioCall.com.au

REFERENCES

Australian Institute of Health and Welfare (AIHW). (2023). Health Workforce Data Series: Allied Health in Australia 2023. Canberra: AIHW.
Harvard Health Systems. (2019). Administrative Growth and Clinical Productivity in Advanced Healthcare Economies: 1990–2019. Harvard University Press.
McKinsey Global Institute. (2023). The Productivity Potential of Automation in Healthcare: Reclaiming Clinical Time. New York: McKinsey & Company.
Nous Group. (2025). Physiotherapy Sustainable Rate Report. Melbourne: Nous Group Consulting.
OECD. (2024). Health at a Glance 2024: OECD Indicators. Paris: Organisation for Economic Co‑operation and Development.