Frequently asked questions

We design, build and optimise International Patient Departments for hospitals, clinics and medical groups. Specifically: we appoint the international patient owner together with management, we draft the service standard that management signs, we document the ten-step journey, we open the single channel and the single record, we build the international price list and the quotation format, we install the follow-up cadence at 3, 7 and 14 days, we train the team and we leave a weekly dashboard running with international revenue separated in the income statement.

In three levels. The Assessment is the individual, remote diagnosis, in 10 business days. The International Patient Architecture Workshop is two in-person days with your executive team plus 90 days of support. Implementation, on the build or grow route, is a 12-month programme at your institution. The value of the Assessment is fully discounted from either of the other two.

No. Marketing is one piece of the architecture, not the architecture. We work well alongside the agency you already have: our job is to make sure the demand it generates lands in an operation capable of receiving it.

No. We do not charge a commission per patient, we do not operate your database and we do not compete with our clients for the same patient.

Not permanently. We build it, we activate it under supervision and we deliver it working with your people. If at the end the department cannot operate without us, the work is not done.

Manuel Rodríguez founded both. El Arquitecto Empresarial is a consulting firm whose client is the institution. KURBUO is a medical accompaniment platform that operates with patients. They are independent. If a conflict of interest were to arise in a project, it is declared before signing.

We have direct operations in Colombia, the Dominican Republic and Costa Rica. We serve Mexico and the rest of Latin America remotely, with in-person visits at the phases that require them.

An executive diagnosis that begins by sending a real international enquiry to your institution, without warning, and measuring what happened. It evaluates eight dimensions on a scale of 0 to 5, delivers your score out of 40, your level, the twenty-point control checklist, the main leak quantified in dollars per year and the 30 and 90-day roadmap. It is delivered in 10 business days and includes a 60-minute presentation session.

It has a cost, and it is fully discounted if your institution contracts any programme within the following 90 days: the workshop, the build route or the grow route. If you contract nothing, the report is yours anyway.

It is a measurement. The report does not point at people: it points at the system. In most cases the team was doing the right thing within a poorly designed process. You can give internal notice that it is coming, and in that case the data loses value. We tell you so frankly.

The pre-assessment form, about two hours of management. The session, 90 minutes with two or three people. Nothing more.

We tell you. It has happened. A report that recommends waiting six months and resolving the local operation first saves the institution far more than the diagnosis cost.

Yes, before the intake session and without you having to ask.

The equivalent of USD 10,000 per year. The final amount depends on the size of the institution, the number of sites, the procedures included and the route chosen.

Because it respects everyone's time. If that figure is not feasible for your institution today, you would rather know now than after three meetings.

Twelve months, measured in four horizons with a verifiable deliverable. At 30 days: owner appointed, single channel active and service standard signed. At 90 days, the first milestone: qualification, tele-guidance and quotation in under 24 hours working, plus the dashboard with its first measurement. At 6 months: first acquisition engine switched on. At 12 months: a department with its own income statement.

The same 12 months and the same four horizons, with different content. At 30 days, lead lifecycle configured and trust assets in the quotation. At 90, the main leak fully closed, with cost of acquisition and lifetime value measured.

Scope can be cut. The order cannot be skipped. Active acquisition before the 90-day milestone is money lost, because the operation still cannot receive what acquisition brings.

On 6 and 7 November 2026 in Montería, Colombia. It is the Founding Edition, with limited places and an explicit condition: the participating institution authorises documenting its case and provides a testimonial at the close of the 90-day support.

No. And distrust anyone who does. No one can guarantee the volume of international patients of an institution, because it depends on its medical offering, its market, its competition, its prices and the sustained execution of its team. What we guarantee is the installed, documented and measured operation.

Concrete deliverables: an appointed owner with written responsibilities, a signed service standard, a documented ten-step journey, a single channel and record, an international price list, a quotation format, a follow-up cadence, a trained team and a working KPI dashboard. All of that can be verified on the last day of the project.

Operating indicators, such as first-response time, move within weeks. Conversion-to-procedure indicators depend on the decision cycle of your specialty, which in medical tourism usually runs from 6 to 16 weeks.

Because the problem was probably not the agency. It brought enquiries and the operation did not know what to do with them. That is exactly the diagnosis the Assessment makes, and it is the problem the grow route corrects.

Against the baseline of the diagnosis. The same eight-dimension radar is applied at the start and at the close, and the 90-day milestone is written as a verifiable commitment with a date and an owner. The comparison allows no optimistic interpretations.

Manuel Rodríguez leads the diagnosis and the design, and personally presents each Assessment. The build is carried out with a team of specialists per area, defined in the scope proposal.

More than twenty years building and sustaining multi-unit operations at Burger King, Dunkin', Church's Texas Chicken, Focus Brands, Krystal and Keke's, with 1,700 points of sale in 60 countries under his operational responsibility. The problem those operations solved is the same one an international department solves: that the result does not depend on a specific person being present.

Yes, by type of institution and country. We publish what we found and what was left installed, without names and without unsourced percentages. The result figures arrive in February 2027, measured with a baseline and signed authorisation.

With the International Readiness Assessment. A five-field form, a reply in under 24 business hours, a report in 10 business days.

With five criteria: whether there is a person holding the title of international patient officer, whether all leads are in a single record, whether response, quotations and closes are measured weekly, whether international prices are published or in a price list, and whether there were more than 10 international patients in the last 12 months. Three or more ticked: your route is to grow. Fewer than three: your route is to build.