Oliver Bernath

Oliver Bernath


Oliver Bernath is an advisor to executives in the healthcare industry for Strategy&, PwC's strategy consulting business. Based in London, he is a partner with PwC UK. He focuses on Health Analytics, as well as on integrated care strategy, operations, and implementation, both for commissioners and providers. Oliver has accumulated knowledge and experience both in breadth and depth in health care providers and whole local health economies.

Before joining PwC, he founded Integrated Health Partners, a specialist advisory firm for integrated care and health analytics. Before that, Oliver was Associate Principal and one of the leaders of healthcare at McKinsey London.

Oliver holds an MD from the University of Ulm (Germany) and completed neurology training at St Bart’s (London), University of Chicago, University of California San Francisco, and Stanford University. He is on the GMC specialist register as neurologist and holds four board certifications in the USA. He still practices as consultant neurologist at Guy’s Hospital in London.

Specific knowledge and skills:

  • Provider strategy and operations (incl. “lean”)
  • Care pathway design
  • Clinician engagement
  • Care integration
  • Health analytics
  • Payer and provider
  • Health economies
  • Healthcare M&A, business strategy and planning

Relevant project experience:

Redesigning care at challenged hospital as clinical lead of Monitor’s contingency planning team (CPT)

  • Fundamental redesign of care model across whole local health and social care economy
  • Redesign of hospital service specifications around Integrated Care model
  • Clinician engagement and ensuring entire change process is clinically led

Developing integrated care strategy for Foundation Trust after merger with community services

  • Led clinical design of integrated care processes with improvements in care outcomes and financial efficiencies
  • Developed approach and methodology for prioritising and quantifying improvement opportunities by clinical service lines
  • Guided implementation of clinical change programmes for two specialty services as part of skills transfer to provider organisation

Developing and running bed-management, capacity-planning control centre for large, multi-site university hospitals

  • Developed capacity planning (workforce and estates) tool for mental health trust
  • Developed and managed “control centre” for activity and bed-management (incl. A&E) for large, multi-centre university hospital trust

Redesigning hospital service model, strategy, and implementing change programme

  • Led multi-year, comprehensive change programme at large teaching hospital, including care redesign, process redesign (lean), performance management redesign, and provided clinical input to accounting system redesign towards activity-based costing

Authored articles