Vannin Group Inc.

BACKGROUND

Please describe your company and position.

I am the CEO of Oriola Corporation

Describe what your company does in a single sentence.

Oriola is a Nordic health and wellbeing company securing safe and reliable access to pharmaceuticals and health products.

OPPORTUNITY / CHALLENGE

What specific goals or objectives did you hire Vannin Group Inc. to accomplish?

• We hired Vannin Group to lead a full replacement of our fragmented systems — separate platforms for scheduling, billing, EHR, and lab ordering — with a single, unified Greencube deployment across our four hospital sites. Specific goals included: achieving HL7/FHIR interoperability with our existing PACS and LIS systems, eliminating duplicate patient data entry across departments, streamlining ER-to-inpatient handoffs, and standing up real-time analytics for our quality and compliance reporting. We also needed the rollout to include hands-on staff training, since a lot of our nursing and admin staff had only ever worked in the legacy systems.

SOLUTION

How did you find Vannin Group Inc.?

• Online Search
• Referral

Why did you select Vannin Group Inc. over others?

• Pricing fit our budget
• Good value for cost
• Referred to me
• Company values aligned

How many teammates from Vannin Group Inc. were assigned to this project?

2-5 Employees

Describe the scope of work in detail. Please include a summary of key deliverables.

Vannin's team ran on-site workflow assessments across all four hospital sites, mapping our existing processes in the ER, inpatient wards, pharmacy, and billing departments. They delivered a gap analysis comparing our legacy systems to Greencube's module set, plus a phased implementation roadmap.

RESULTS & FEEDBACK

What were the measurable outcomes from the project that demonstrate progress or success?

What were the measurable outcomes from the project that demonstrate progress or success? "A few numbers stood out for us post-implementation: Duplicate data entry dropped by roughly 60% — since Greencube consolidated what used to be four separate systems, staff no longer had to re-enter the same patient information across platforms. ER-to-inpatient transfer time improved by about 25%, largely because bed management and admissions data now sync in real time instead of requiring manual handoffs between departments. Quality reporting turnaround went from days to hours — our compliance team used to compile reports manually from multiple sources; the real-time analytics dashboard now generates most of what they need on demand. Staff onboarding time for new hires dropped, since Greencube's customizable templates meant less time training people on multiple disconnected tools. Zero critical data-loss incidents during migration — a big relief given we were moving years of patient records from legacy system

Describe their project management. Did they deliver items on time? How did they respond to your needs?

Vannin assigned us a dedicated project manager who ran weekly check-ins throughout the engagement, which we appreciated given how many moving parts there were across four sites. They used a shared tracker that let our internal IT team see progress on each integration milestone in real time, which cut down on a lot of the back-and-forth emails we'd had with previous vendors. On timing — the core build phase stayed roughly on schedule, but the training and go-live phase ran about two to three weeks behind the original plan. That was mainly because our nursing staff needed more hands-on sessions than initially budgeted, especially around the customizable documentation templates. To their credit, Vannin didn't just add time and bill us more — they brought in an extra trainer at no additional cost to help us catch up, which we didn't expect.

What was your primary form of communication with Vannin Group Inc.?

• Virtual Meeting
• Email or Messaging App

What did you find most impressive or unique about this company?

What stood out most was that Vannin Group Inc.'s team had clinical backgrounds mixed in with the technical staff — a couple of the people who worked on our nursing workflow templates had hospital operations experience themselves, not just software engineering. That meant we spent a lot less time explaining basic clinical context that other vendors usually needed walked through. The other thing that surprised us was how they handled the multi-site complexity. A lot of vendors we evaluated treated a four-hospital rollout as basically four separate projects bolted together. Vannin approached it as one system with site-specific configuration, which meant our IT team only had to learn one underlying architecture instead of four variations. That's paid off since go-live — when we need to push a system-wide update or fix, it happens once instead of four times. I'd also call out that when we hit that training timeline issue, they owned it directly instead of quietly extending the contract or reshuffling scope. That kind of accountability isn't something we'd experienced with previous implementation partners.

Are there any areas for improvement or something Vannin Group Inc. could have done differently?

The main one is the training timeline — their initial estimate for how long staff would need to get comfortable with the customizable templates was optimistic. In hindsight, a more conservative estimate upfront, or a discovery session specifically focused on our staff's technical comfort level before finalizing the schedule, would have set expectations better on both sides. The mobile app for offline clinical data collection also had some rough edges early on — occasional sync delays when clinicians came back into network range after using it in the field. It's improved with updates since go-live, but it wasn' as polished as the core desktop platform at launch. Documentation handoff at the end of the project could have been more structured too. We got the SOPs and technical docs we needed, but they came in a few different formats from different team members rather than one consolidated package, which took our internal IT team some extra time to organize. None of these were dealbreakers, and Vannin was responsive when we raised them, but they're the areas where the experience felt less refined than the core implementation work itself.