About Mayfield Advisory - Healthcare management consultants

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Julian is the Principal of Mayfield Advisory—Healthcare Strategy and Management Consultants, after recently retiring as a Healthcare Advisory Partner at Deloitte Consulting. Julian has over 30 years of healthcare management experience as a health industry executive leader and senior advisor. His knowledge of the sector extends across strategic, operational, and technical domains of healthcare management. Julian has provided advisory and commercial advice to various Australian public and private health service providers as well as state, federal, and international governments.

Before joining Deloitte, Julian held senior executive roles at Melbourne Health, including roles as Chief Financial Officer, Executive Director of Operational Management and Executive Director of Corporate and Clinical Support Services, before spending four years as a Senior Director in the Health and Human Services practice at KPMG and nine years as a principal of Paxton Partners a specialist Healthcare consulting firm.

Julian is recognised across the Australian healthcare sector for his experience and expertise in:

• Health service management and organisational design, management accountability and governance frameworks
• Strategic and operational service planning reviews
• Financial sustainability and operational performance improvement
• Strategic and technical financial, commercial and corporate advice to government departments, Hospital Executive and Boards
• Activity-Based funding (ABF), Activity Based Costing / Clinical costing, Health data analysis.
• CFO advisory support and Health Finance advisory
• Stakeholder facilitation and consultation engagement 

Qualifications

• Chartered Accountant
• Certified Practicing Accountant
• Masters in Business Administration
• Bachelor of Economics 
• Graduate of the Australian Institute of Company Directors 

Affiliations

Julian is also proud to be affiliated as a Non Executive Director of several Not-for-profit charitable organisations: 

• Butterfly Foundation - Chair of the Finance, Audit and Risk Committee
• Hearts4Hearts - Treasurer

We assist funders and providers in examining the root causes of financial and operational performance drift, improving access and capacity building, developing cost containment plans, and implementing revenue optimisation strategies to deliver sustainable and enduring performance improvement outcomes. 

Our long-held experience in performance turnaround means we can identify practical and cost-effective improvement opportunities with a clear understanding of proposed solutions' operational and workforce ramifications. We can assist organisations by working alongside managers in implementing and monitoring proposed improvement strategies.

We also work with boards and executives to develop strategies to build organisational financial management capability and capacity. 

Our team also has direct industry experience in managing Health sector finances and Finance departments and understands the complexities associated with being an Executive in the Australian Healthcare sector to deliver effective and efficient finance management functions that support the broader organisation’s governance and accountability requirements. 

We assist service providers, funders, and managers in strengthening accountability for performance and broader capability in performance management. We develop performance management frameworks that help our clients monitor and communicate the extent to which programs and services are achieving their articulated strategic objectives. 

Recognising the increasing focus in the public sector on measuring the outcomes of programs and services, we work with our clients and their stakeholders to define what ‘success’ means, develop robust evidence-based indicators and measures to assess performance and develop tools and processes to support the capture, analysis and reporting of performance information.

We work with health funders and providers on the development of funding frameworks, including funding model definitions, classification frameworks, and the roll-out of activity-based and other funding models. 

We work with health service providers to understand the implications of these reforms on revenue streams for revenue optimisation and service delivery resource allocation. 

 Our senior team has a strong understanding of the governance issues facing healthcare providers' Boards and Executive Management. We conduct reviews of Board reporting frameworks, organisational design, accountability and delegation reviews, evaluations to assess the degree of alignment between strategic, business, and operational plans, and assessments of organisational risk management frameworks.

With over 25 years of clinical costing experience, we assist health services in extending their use of activity-based costing and other models to understand costs at health service, facility, service line, or procedure levels and provide enhanced management information. We also assist organisations in bridging the gap between technical costing elements and providing valuable resource management tools for executives, operational managers, and clinicians.

We have worked with organisations at different ends of the hospital planning cycle to engage in the planning cycle's strategic, operational and business aspects. From strategic planning projects considering the medium to long-term organisational goals, supporting the development of clinical services plans, preparing multi-year operational planning frameworks, and translating the impact of the planning frameworks into fit-for-purpose budget processes.