Linkx Consulting Group
Operational and quality consulting for healthcare and EMS.
Led by James Montgomery, FP-C, who built and ran the quality management program for a hospital-based critical care transport service.
Start a conversationWhat we do
Four areas of work, for EMS agencies, air medical programs, hospital-based transport services, and healthcare operations teams. Each one starts from how the work actually happens on shift, then builds back toward the standard you are measured against.
Quality management programs
Standing up or rebuilding a quality program end to end: governance and committee structure, multi-level chart review, KPI libraries calibrated to your service level, incident reporting, and accreditation readiness against CAMTS, CAAS, NEMSQA, and GAMUT.
Operational improvement
Process mapping, workflow redesign, supply and logistics systems, standard operating procedures, and the playbooks that keep a change in place after the consultant leaves.
Measurement and reporting
Dashboards, metrics frameworks, and performance reporting that leadership will actually read, built around the decisions you need to make.
Safety and risk management
Fatigue risk assessment, safety reporting structures, risk registers, and the review processes that turn safety data into decisions. Built from developing and running these systems inside a live air medical operation, including a safety assessment tool later adopted and distributed nationally by the platform vendor.
Built by someone who has done the work
Most quality consultants have studied the standards. James Montgomery built a quality management program inside a hospital-based critical care transport service and then ran it, and that program is still operating today. He translated accreditation language into the chart reviews, performance measures, and improvement cycles a program uses day to day, and led the rollout of the same service's prehospital blood program from cold chain handling through documentation and competency sign-off.
That matters because operational problems rarely look like the textbook. A KPI that reads well on paper falls apart when a crew has ninety seconds to log it. Standards get written by people who have never run the process they are describing. The work here starts from what actually happens on shift and builds back toward the standard, rather than the other way round.
Credentials
- FP-C, certified flight paramedic
- Florida Paramedic
- Lean Six Sigma Green Belt
- EMS Quality Management, National Fire Academy
- AHA and NAEMT Instructor
- Associate of Science, Emergency Medical Services
- Nearly two decades in EMS
- Programs aligned to CAMTS, CAAS, NEMSQA, and GAMUT
Track record
- Built and implemented a quality management program for a hospital-based critical care transport service, covering governance, multi-level chart review, and a calibrated KPI library. The program is still in operation.
- Led the rollout of a prehospital blood program, from cold chain handling through documentation and competency sign-off.
- Led electronic patient care record platform rollouts, including ImageTrend, and implemented NinthBrain Suites across scheduling, payroll, and communication. The same platform carries the quality management program in daily use, so the plan runs as a live system rather than a document.
- Developed a risk and fatigue assessment system, and a pandemic-era safety assessment that the platform vendor adopted and offered nationally as a template to its entire client base.
- Led the regional rollout of Stop the Bleed, training thousands of community members.
- Served on regional and state EMS advisory committees, and presents regularly at regional and state level.
Published research
Using Epidemiology and Pediatric Direction to Inform Air Medical Quality Improvement
Hendry PL, Roycik A, Davidman R, Montgomery J, Ebler D, Hincapie M, Borkowski C.
Air Medical Journal, Volume 39, Issue 1, January to February 2020, pages 44 to 50.
View the paperA second paper, on standardizing patient handoff from the field, is in progress.
How engagements run
Discover
Understanding current state through interviews, workflow observation, and gap analysis.
Design
Building an approach around your real constraints rather than a template.
Implement
Executing alongside your team so the capability stays in house.
Measure
Tracking outcomes against defined metrics and feeding what is learned into the next cycle.
Engagements are led by James Montgomery. Specialist partners are brought in when an engagement calls for it.
What you receive
- A written assessment of current state, with findings and prioritized recommendations.
- Process maps and workflow documentation for the areas in scope.
- A quality management plan tailored to your service level and structure.
- KPI definitions and a measurement framework your team can actually maintain.
- Standard operating procedures, committee structures, and review schedules.
- A reporting template or dashboard built around the decisions leadership needs to make.
- Implementation support, and a handover built so the capability stays with your team.
Exact scope varies by engagement. Everything is yours to keep and edit.
How to start
A short call, thirty minutes, no charge. Tell us what is not working. If we are not the right fit we will say so and point you somewhere better.
A scoped proposal. If it makes sense to continue, you get a written scope with deliverables, timeline, and a fixed price before any work begins.
The work. Executed alongside your team, with your people involved throughout so the capability does not leave when we do.
There is no obligation at any stage, and no charge until a scope is signed.
Common questions
Most begin with a scoped assessment of two to four weeks. Implementation work runs longer and is scoped after the assessment, so you are never committing to a timeline before anybody understands the problem.
Both. Most of the work is remote. On-site time is used where observation matters, such as workflow mapping and supply room process, because some things cannot be understood from a document.
No. Single station agencies and volunteer services often benefit the most, because they carry the same regulatory burden as large systems with a fraction of the administrative support.
Every engagement is scoped and priced individually, and you see the number before any work starts. The first call is free.
No. MedOpsDox and ParLevel exist independently. If a tool fits your situation we will say so, and if it does not we will not push it.
Get In Touch
Start a conversation
Tell us about your program, the gaps you are seeing, and what you want the work to accomplish. We will reply within two business days.
Tools that came out of this work
MedOpsDox
Editable, standards-based operational documents for EMS agencies, including a complete quality management plan.
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ParLevel
EMS supply intelligence, built to replace spreadsheets and memory with a single source of truth for the supply room.
Learn moreEngagements often start with one of these and grow from there, though neither is required.