Healthcare strategy, grounded in operations

We help pharmaceutical leaders, health systems, and physician practices make better decisions on product launches, new services, and operations, balancing financial performance with patient, workforce, and community outcomes. Based in Dallas, Texas, serving clients nationwide.

How we help

Pharma and life sciences

505(b)(2) and generics pipeline prioritization, commercial launch strategy, and institutional market assessment, so you understand how health systems will evaluate, adopt, and use your product before launch.

Physician practices

Business transformation and service-line expansion, including feasibility assessments for specialty pharmacy and infusion services across clinical, operational, regulatory, and financial dimensions, plus strategic partnership development.

Hospitals and health systems

Pharmacy operations and enterprise strategy, financial stewardship, and Lean Six Sigma–driven performance improvement for pharmacy departments and ancillary services.

Leadership advisory

Executive advisory and mentorship for healthcare leaders stepping into new roles or leading organizational change.

Why Quintus Sectari?

When Greg began his journey in healthcare, the objective often seemed straightforward: maintain profitability while delivering care. Over time, however, it became clear that healthcare is far more complex, requiring an integrated strategy that balances financial sustainability with patient needs, workforce well-being, community impact, and equitable access.


The concept of Quintus Sectari—the five aims—reflects the interconnected priorities that must be woven into the fabric of every healthcare organization.

Quintus Sectari is led by healthcare executives with more than 30 years of combined leadership across health-system pharmacy, operations, and strategy. We bring Lean Six Sigma discipline to every operational engagement, work alongside your team from first assessment through implementation, and test every recommendation against all five aims.

Meet the Team

Gregory Chesley, MHA

Managing Partner

Healthcare executive with 25 years of leadership across physician practices, health systems, and value-based care, including CEO roles leading multi-specialty practices, and senior operations roles with HealthTexas Provider Network, Tenet, and DispatchHealth. Greg has led practice turnarounds, ACO shared-savings programs, and multi-site growth, and teaches strategic and operations management in USC's Executive MHA program. He holds a Lean Six Sigma Yellow Belt.

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Dana Radman, PharmD, MHA, BCPS

Managing Partner

Pharmacy executive with 17 years of leadership in academic medical centers and integrated health delivery networks, including Stanford Health Care and Baylor Scott & White Health. Dana leads our work in pharmacy operations, medication safety, and pharmacy strategy. She is a Lean Six Sigma Green Belt.

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The Five Aims

Improve Healthcare Workforce Well-Being

The emotional and operational demands of healthcare affect providers, staff, patients, and families. Supporting workforce well-being means recognizing these pressures and creating systems, workflows, and cultures that reduce stress, promote resilience, and allow healthcare professionals to provide their best care.

Improve Patient Experience

Patient-centered care begins with understanding the needs, expectations, desired outcomes, and lived experiences of the individuals we serve. By actively listening to patients and engaging them in their care, we create a stronger experience and improve trust, satisfaction, and outcomes.

Reduce Per Capita Costs

Healthcare organizations must continually evaluate how to deliver exceptional care while responsibly managing costs. This requires financial stewardship on behalf of both patients and the organization, ensuring that resources are used efficiently without compromising quality, access, or outcomes.

Improve Population Health

Healthcare extends beyond the individual patient. Each patient is connected to family members, friends, co-workers, neighbors, and the broader community. By improving the health of one patient at a time, we contribute to the overall health and resilience of the communities we serve.

Promote Health Equity

Health equity requires us to identify and address barriers that prevent individuals from receiving timely, appropriate, and high-quality care. Our responsibility is to ensure that all patients have the opportunity to achieve excellent outcomes and access the care they need with dignity and fairness.

None of these aims exist in isolation. Like an intricate web, each aim supports and influences the others. A strategy that appears beneficial in one area may create unintended consequences in another. Effective healthcare leadership requires evaluating each decision through the lens of all five aims, maximizing positive outcomes while minimizing downstream impact. By doing so, healthcare organizations can pursue sustainable success while remaining focused on the people and communities they serve.

Selected engagements

Launch strategy for a pharmaceutical manufacturer: advised executive leadership on 505(b)(2) and generics pipeline prioritization, evaluating clinical evidence, development timelines, and institutional market needs to shape product positioning and adoption strategy.

Specialty pharmacy and infusion feasibility for a medical practice: assessed the clinical, operational, regulatory, and financial feasibility of in-house specialty pharmacy and infusion services, and identified partnership options to expand patient access.

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