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About Us

Our Mission

Our mission is to ensure complete transparency in healthcare billing and pricing, enabling a fair and competitive system that works for all Americans.

We are affecting change through healthcare price transparency legislation and patient education

Our Goal
Our goal is to make sure powerful healthcare price transparency legislation is passed in all 50 states. When price transparency is required for doctors, hospitals, pharmacies, insurance companies, and every other participant in the American healthcare system, we will have the foundation of a functional healthcare market that we can trust. Trust that empowers consumers is the cornerstone of a healthy marketplace which is competitive, fair, and motivates constant improvement.

Once the shroud of secrecy in healthcare pricing is removed, policy makers (i.e., politicians and regulators) will be able to see where we over-diagnose, overtreat, and overpay, as well as where we may not be investing enough to achieve the outcomes we deserve.  

Helping Patients
While we are ultimately fighting for healthcare price transparency, we are determined to empower patients today, by providing the system and the tools any patient can use to dispute their own medical bills and by providing information and self-help resources to help everyone become better healthcare consumers.

  • Price transparency won’t fix everything that is wrong with the American healthcare system. But nothing can be fixed without it.

Why Price Transparency?

Price transparency is essential to a functioning market. The U.S. healthcare system cannot operate as a healthy market without it. Price transparency ensures a basic economic principle is at work: Price discovery. 

Price discovery means that we can learn learn the price we will pay before choosing to move forward with a transaction. Often confused with cost estimation, price discovery does not suggest that we know how much money we will spend in advance. Just as we order food in a restaurant without knowing what our check will be at the end of the meal, price discovery simply implies that we must be informed of the price of everything that we might purchase.

The U.S. has the most expensive yet least effective healthcare of any other high-income nation (OECD 2015). Without price transparency, we will never understand why.  
At the same time, prices continue to grow faster than our economy or inflation rate with nothing to show for the higher cost. 
Prices are disconnected from both supply and demand and quality, a very abnormal relationship not observed in functional marketplaces. 
Healthcare accounts for approximately 18% of U.S. GDP, which is about double what other developed nations spend as a percentage of their GDP (OECD 2015). Without price transparency, the gap is likely to get larger.
Healthcare procedures are among the most expensive services a consumer buys. Costs often exceed the price of a car and can sometimes be costlier than a house. Annual spending on healthcare and health insurance premiums often exceeds today’s mortgage payments. Price transparency will enable consumers, ensure competition and fairness, foster trust, and ultimately lead to a lower overall cost of healthcare.
There is no standard pricing for healthcare; one patient can pay 10 times, or even 1200 times or more than what another pays for the same procedure in the same facility under the same circumstances. No other marketplace would allow this to happen. Price transparency will make sure it not longer can.

Our Team

David Silverstein, Founder and President

David Silverstein is an executive and thought leader who has been inspired to use his strategic innovation skills to tackle healthcare reform, one of the most complex issues facing the nation today.

As founder and CEO of the Lean Methods Group, a global management consulting firm, David has been changing the way business leaders think for decades. With deep roots in operational improvements using Lean and six sigma methods, the Lean Methods Group has helped dozens of large companies save hundreds of millions of dollars while setting in motion radical and long-lasting transformations.

David is a frequent media source on topics related to innovation, strategy, economics, and global trends. He is a guest writer for The Economist and Inc. Magazine, and has been featured in, or has written for, The Washington Post, The Robb Report, CNBC, NPR, Fox News, and many other media outlets. He has written on innovation, performance improvement, and significant business issues for numerous publications including BusinessWeek, Inc. Magazine, The Wall Street Journal, and Forbes.

David’s Strategic Leadership book series is designed to help business leaders collect information, operate at peak performance, and hone their decision-making skills. His titles include One Dot Two Dots Get Some New Dots, Become an Elite Mental Athlete, and Three Steps Ahead. He has also published several books on innovation, business management, and executive leadership, including The Innovator’s Toolkit: 50+ Techniques for Predictable and Sustainable Organic Growth and Insourcing Innovation: How to Achieve Competitive Excellence Using TRIZ.

Before entering industry, David spent seven years as an officer in the U.S. Navy’s elite nuclear submarine force. He holds a dual degree in physics and mathematics from Ithaca College and an MBA from the George Washington University. He lives in Colorado with his wife Kathy and their four children.

  • David Silverstein

Lynda Williams, Executive Director

Lynda is passionate about bringing together people, organizations, and policymakers to transform America’s healthcare system. 

Lynda’s experience includes executive leadership and fundraising positions with nonprofits ranging from regional orchestras to nationwide volunteer organizations. While at the American Cancer Society, she led a strategic initiative to plan and develop the people and systems necessary to recruit, develop, and deploy the organization’s 40,000 volunteers. As Executive Director of the Independent Telephone Pioneer Association, she led a nationwide 28,000-member volunteer organization, a historical foundation, and a charitable foundation. Under her leadership, the organization’s income increased by almost 50 percent over two years, following a seven-year decline.

Most recently, Lynda worked at Lean Methods Group where she ensured clients successfully implemented their strategy, innovation, and improvement initiatives. On the client side, she worked with deployment leaders and executives to establish implementation plans and success metrics; on the Lean Methods Group side, she managed delivery teams as they conducted assessments, training, coaching, and other services. She also helped to establish offices in Australia, China, India, Japan, Mexico, South Africa, Taiwan, Thailand, and Turkey. 

Lynda has an M.A. in Organizational Management from the University of Phoenix and a B.S. in Arts Management from Northern Arizona University. She lives in Arizona with her husband and three children.

  • Lynda Williams

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