Population Health Management Market by Component (Services, Software), Deployment Mode (Cloud, On Premise), Application - Global Forecast 2025-2032
Description
The Population Health Management Market was valued at USD 42.97 billion in 2024 and is projected to grow to USD 49.88 billion in 2025, with a CAGR of 15.74%, reaching USD 138.39 billion by 2032.
A strategic framing of population health management that sets the context for coordinated care, interoperable data, and outcomes-driven transformation
Population health management is rapidly maturing into an operational imperative that intersects care delivery, payer strategy, employer-sponsored benefits, and digital health innovation. Healthcare stakeholders are reorienting priorities from episodic treatment to sustained management of populations defined by clinical necessity, socioeconomic factors, and shared risk profiles. This shift requires coordinated data flows, interoperable technologies, and governance frameworks that enable organizations to identify gaps, deploy interventions, and measure outcomes over extended care cycles.
The introduction to this executive summary outlines the strategic context for population health management today and the operational challenges leaders face. Organizations must reconcile fragmented data infrastructures, variable patient engagement, and evolving regulatory expectations while pursuing cost containment and quality improvement simultaneously. Emerging architectures that combine analytics, care coordination, and patient engagement technologies are enabling more proactive interventions. As a result, health systems, payers, pharmacies, and employers are aligning around shared goals to lower total cost of care, reduce avoidable utilization, and improve population-level health metrics. This section sets the stage for subsequent analysis by framing the systemic drivers, stakeholder incentives, and technological enablers that define the modern population health ecosystem.
How converging regulatory incentives, data interoperability advances, and digital engagement innovations are reshaping population health management strategies
The landscape for population health is undergoing transformative shifts driven by converging regulatory, technological, and market forces. Value-based payment models and alternative reimbursement arrangements continue to expand the incentives for organizations to assume population-level risk, leading to deeper investments in analytics, risk stratification, and care management capabilities. Concurrently, advances in data science and the maturation of health data standards are unlocking new opportunities to integrate claims, electronic health record, and consumer-generated data into coherent patient-level profiles that inform targeted interventions.
Digital-first engagement channels and remote monitoring tools are evolving from pilots to core operational assets, enabling longitudinal monitoring and earlier identification of care gaps. Cloud-native platforms and modular architectures are lowering barriers to deployment, while real-world evidence and pragmatic outcomes research increasingly inform clinical pathways and care protocols. These shifts are driving more collaborative models of care that connect providers, payers, employers, and community-based organizations. As these actors align incentives and share data, the potential to reduce disparities and improve population outcomes grows, but it also heightens the imperative for robust privacy, security, and governance practices to sustain trust and compliance.
Assessment of tariff-driven cost pressures and supply chain adaptations that influence procurement, vendor sourcing, and continuity plans for population health deployments
The introduction of elevated tariff activity and trade policy adjustments in 2025 has had a measurable ripple effect across supply chains, technology procurement, and vendor cost structures relevant to population health solutions. Tariffs influencing imported hardware, specialized medical devices, and certain software components have increased acquisition costs for clinical devices and edge hardware that support remote monitoring and telehealth services. Consequently, procurement teams have had to reassess vendor sourcing strategies and lifecycle cost assumptions to maintain project viability and technology refresh cadences.
In addition to hardware impacts, tariff-driven increases in costs for certain imported electronic components and infrastructure have prompted some vendors to re-evaluate distribution models and accelerate localization of assembly or service operations. This trend has led to more complex vendor negotiations and a greater emphasis on total cost of ownership rather than unit price alone. For buyers, the net effect has been a renewed focus on resilient procurement practices, inventory management, and contract flexibility to hedge against policy-driven supply volatility. Organizations are also prioritizing vendor risk assessments and contingency planning to ensure continuity of care delivery initiatives dependent on imported technologies.
Detailed segmentation analysis that differentiates components, end users, deployment modes, and clinical applications to align procurement and implementation strategies
Key segmentation insights reveal how distinct categories of offerings, users, deployment architectures, and clinical applications shape adoption patterns and implementation priorities across population health initiatives. Component-level analysis distinguishes between services and software, where services encompass both managed services that deliver ongoing operational support and professional services that enable deployment, integration, and change management. Software solutions break down into analytics software that supports descriptive, predictive, and prescriptive modeling, data integration software that consolidates disparate sources into actionable patient profiles, and patient engagement software that facilitates longitudinal communication and self-management.
End-user segmentation clarifies use cases by stakeholder type: employers seeking workforce wellness and cost management, payers focused on risk adjustment and population risk stratification, pharmacies expanding clinical services and adherence programs, and providers aiming to coordinate care pathways and reduce readmissions. Deployment mode matters operationally and technically; cloud options include hybrid cloud approaches that balance on-premise control with cloud scalability, private cloud configurations for greater data governance, and public cloud offerings that enable rapid scalability and consumption-based pricing. Application-level segmentation maps to functional priorities such as care coordination with both digital coordination and telephonic coordination channels, care management spanning behavioral health management, chronic disease management, and maternity management, population health analytics across descriptive, predictive, and prescriptive techniques, risk adjustment activities including chart review, coding, and predictive modeling, and wellness and prevention programs incorporating fitness tracking, lifestyle coaching, and nutritional interventions. Understanding these clusters enables decision-makers to align procurement, implementation roadmaps, and outcome metrics to the most relevant segments of need.
Regional dynamics and policy frameworks across the Americas, Europe Middle East & Africa, and Asia-Pacific that shape adoption, partnerships, and digital integration
Regional dynamics exhibit distinct drivers, regulatory environments, and adoption rhythms that influence how population health initiatives are prioritized and executed across geographies. In the Americas, stakeholders often emphasize scalability and measurable reductions in avoidable utilization, driven by expansive payer-provider collaborations and employer-sponsored programs that seek to control healthcare spend while maintaining workforce productivity. Regulatory emphasis on privacy and interoperability continues to shape data-sharing practices and cross-organizational collaborations throughout the region.
Europe, Middle East & Africa present a mosaic of health systems with varying financing models, where national and regional policy choices exert strong influence on program design. In several jurisdictions, centralized data initiatives and national health priorities enable large-scale integrations, while other parts of the region rely on localized innovation and private-public partnerships to pilot novel care coordination approaches. In the Asia-Pacific region, rapid digitization, rising chronic disease burdens, and large, diverse populations are driving accelerated adoption of telehealth, remote monitoring, and mobile-first patient engagement. In many markets across Asia-Pacific, the combination of private sector innovation and government-led digital health strategies is creating fertile ground for scalable population health programs, with deployment modalities tailored to local infrastructure and regulatory frameworks.
Competitive and partnership dynamics among established platforms, niche innovators, and integrated service providers that influence buying decisions and integration strategies
Companies operating in the population health ecosystem demonstrate differentiated strategies across product innovation, service delivery, and partnership models. Established vendors emphasize platform breadth and enterprise-grade governance capabilities, enabling integration across care management, analytics, and patient engagement modules. These firms often support complex payer-provider contracts and large-scale deployments, leveraging deep domain expertise and robust compliance frameworks. At the same time, a cohort of specialist vendors and emerging providers focuses on niche capabilities such as high-fidelity predictive modeling, behavioral health integrations, or telephonic care coordination, delivering targeted solutions that can be rapidly configured for specific clinical pathways.
A growing number of solution providers are adopting partnerships and channel strategies to extend reach, embedding services within pharmacy networks, employer benefits ecosystems, and provider group workflows. This collaborative approach reduces time-to-value for customers by combining clinical domain knowledge with technical integration skills. Strategic M&A and alliance activity continues to accelerate capability consolidation, enabling faster delivery of end-to-end offerings while also raising expectations for post-merger integration discipline. For buyers, the vendor landscape rewards clarity of use case, measurable outcomes, and demonstrable interoperability, while vendors succeed by showcasing repeatable deployment playbooks and strong customer success functions.
Actionable, high-impact recommendations for leaders to strengthen governance, adopt modular architectures, and align incentives for measurable population health outcomes
Industry leaders should pursue a coordinated set of actions that strengthen operational resilience, accelerate value realization, and improve patient-centered outcomes. First, prioritize governance and data stewardship frameworks that standardize data ingestion, quality controls, and consent management across partner ecosystems. Strong governance reduces friction in multi-stakeholder data exchanges and underpins reliable analytics and care pathways. Second, adopt modular technology architectures that allow incremental modernization: select interoperable components that can be integrated with legacy systems while enabling rapid substitution as new capabilities emerge. This approach balances continuity of care with technological agility.
Third, invest in workforce capabilities and change management to ensure clinical and administrative teams can operationalize insights from analytics and patient engagement platforms. Training, clear operational playbooks, and cross-functional governance bodies accelerate adoption and sustain improvements. Fourth, embed outcome-linked contracting where feasible to align incentives with measurable patient and utilization outcomes, promoting shared accountability among payers, providers, and vendor partners. Finally, incorporate supply chain and procurement resilience into technology sourcing decisions, including contingency planning for policy-related disruptions and vendor diversification to preserve continuity of services.
A rigorous, mixed-methods research approach combining executive interviews, policy review, and case study analysis to validate operational insights and implementation patterns
The research methodology underpinning this analysis integrates qualitative and quantitative approaches to deliver actionable insights grounded in real-world practice. Primary inputs included structured interviews with senior executives across payers, providers, pharmacies, and employer health programs, supplemented by detailed discussions with technology vendors and implementation partners. These conversations informed an understanding of operational priorities, common implementation challenges, and decision criteria that drive technology adoption.
Secondary research encompassed policy reviews, standards documentation, and aggregation of publicly available clinical and operational guidelines to contextualize regulatory and interoperability considerations. Case study analysis of representative deployments provided granular insight into implementation timelines, governance structures, and integration patterns. The methodology emphasized triangulation across data sources to validate thematic findings and to ensure that recommendations reflect both strategic intent and operational feasibility. Throughout, confidentiality and ethical research practices were maintained to preserve the integrity of respondent inputs and to deliver insights that are both practical and replicable across varied organizational contexts.
Synthesis of strategic priorities and operational imperatives that organizations must balance to achieve sustained improvements in population health outcomes
This executive summary synthesizes how organizational incentives, technology evolution, and external policy dynamics converge to shape the future of population health management. The pathway to improved outcomes depends on integrating analytics-driven decision support with pragmatic care coordination and patient-centric engagement strategies. Leaders that adopt strong governance, modular architectures, and outcome-aligned contracting will be better positioned to translate insight into measurable improvements in population health.
As initiatives scale, attention to change management, procurement resilience, and cross-sector partnerships will prove decisive. The ability to balance near-term operational wins with investments in long-term infrastructure and capability building will determine which organizations can sustain performance under evolving regulatory and market conditions. In closing, the most successful programs will be those that maintain a clear focus on measurable patient impact, operational reliability, and continuous learning from outcomes to refine interventions and pathways over time.
Please Note: PDF & Excel + Online Access - 1 Year
A strategic framing of population health management that sets the context for coordinated care, interoperable data, and outcomes-driven transformation
Population health management is rapidly maturing into an operational imperative that intersects care delivery, payer strategy, employer-sponsored benefits, and digital health innovation. Healthcare stakeholders are reorienting priorities from episodic treatment to sustained management of populations defined by clinical necessity, socioeconomic factors, and shared risk profiles. This shift requires coordinated data flows, interoperable technologies, and governance frameworks that enable organizations to identify gaps, deploy interventions, and measure outcomes over extended care cycles.
The introduction to this executive summary outlines the strategic context for population health management today and the operational challenges leaders face. Organizations must reconcile fragmented data infrastructures, variable patient engagement, and evolving regulatory expectations while pursuing cost containment and quality improvement simultaneously. Emerging architectures that combine analytics, care coordination, and patient engagement technologies are enabling more proactive interventions. As a result, health systems, payers, pharmacies, and employers are aligning around shared goals to lower total cost of care, reduce avoidable utilization, and improve population-level health metrics. This section sets the stage for subsequent analysis by framing the systemic drivers, stakeholder incentives, and technological enablers that define the modern population health ecosystem.
How converging regulatory incentives, data interoperability advances, and digital engagement innovations are reshaping population health management strategies
The landscape for population health is undergoing transformative shifts driven by converging regulatory, technological, and market forces. Value-based payment models and alternative reimbursement arrangements continue to expand the incentives for organizations to assume population-level risk, leading to deeper investments in analytics, risk stratification, and care management capabilities. Concurrently, advances in data science and the maturation of health data standards are unlocking new opportunities to integrate claims, electronic health record, and consumer-generated data into coherent patient-level profiles that inform targeted interventions.
Digital-first engagement channels and remote monitoring tools are evolving from pilots to core operational assets, enabling longitudinal monitoring and earlier identification of care gaps. Cloud-native platforms and modular architectures are lowering barriers to deployment, while real-world evidence and pragmatic outcomes research increasingly inform clinical pathways and care protocols. These shifts are driving more collaborative models of care that connect providers, payers, employers, and community-based organizations. As these actors align incentives and share data, the potential to reduce disparities and improve population outcomes grows, but it also heightens the imperative for robust privacy, security, and governance practices to sustain trust and compliance.
Assessment of tariff-driven cost pressures and supply chain adaptations that influence procurement, vendor sourcing, and continuity plans for population health deployments
The introduction of elevated tariff activity and trade policy adjustments in 2025 has had a measurable ripple effect across supply chains, technology procurement, and vendor cost structures relevant to population health solutions. Tariffs influencing imported hardware, specialized medical devices, and certain software components have increased acquisition costs for clinical devices and edge hardware that support remote monitoring and telehealth services. Consequently, procurement teams have had to reassess vendor sourcing strategies and lifecycle cost assumptions to maintain project viability and technology refresh cadences.
In addition to hardware impacts, tariff-driven increases in costs for certain imported electronic components and infrastructure have prompted some vendors to re-evaluate distribution models and accelerate localization of assembly or service operations. This trend has led to more complex vendor negotiations and a greater emphasis on total cost of ownership rather than unit price alone. For buyers, the net effect has been a renewed focus on resilient procurement practices, inventory management, and contract flexibility to hedge against policy-driven supply volatility. Organizations are also prioritizing vendor risk assessments and contingency planning to ensure continuity of care delivery initiatives dependent on imported technologies.
Detailed segmentation analysis that differentiates components, end users, deployment modes, and clinical applications to align procurement and implementation strategies
Key segmentation insights reveal how distinct categories of offerings, users, deployment architectures, and clinical applications shape adoption patterns and implementation priorities across population health initiatives. Component-level analysis distinguishes between services and software, where services encompass both managed services that deliver ongoing operational support and professional services that enable deployment, integration, and change management. Software solutions break down into analytics software that supports descriptive, predictive, and prescriptive modeling, data integration software that consolidates disparate sources into actionable patient profiles, and patient engagement software that facilitates longitudinal communication and self-management.
End-user segmentation clarifies use cases by stakeholder type: employers seeking workforce wellness and cost management, payers focused on risk adjustment and population risk stratification, pharmacies expanding clinical services and adherence programs, and providers aiming to coordinate care pathways and reduce readmissions. Deployment mode matters operationally and technically; cloud options include hybrid cloud approaches that balance on-premise control with cloud scalability, private cloud configurations for greater data governance, and public cloud offerings that enable rapid scalability and consumption-based pricing. Application-level segmentation maps to functional priorities such as care coordination with both digital coordination and telephonic coordination channels, care management spanning behavioral health management, chronic disease management, and maternity management, population health analytics across descriptive, predictive, and prescriptive techniques, risk adjustment activities including chart review, coding, and predictive modeling, and wellness and prevention programs incorporating fitness tracking, lifestyle coaching, and nutritional interventions. Understanding these clusters enables decision-makers to align procurement, implementation roadmaps, and outcome metrics to the most relevant segments of need.
Regional dynamics and policy frameworks across the Americas, Europe Middle East & Africa, and Asia-Pacific that shape adoption, partnerships, and digital integration
Regional dynamics exhibit distinct drivers, regulatory environments, and adoption rhythms that influence how population health initiatives are prioritized and executed across geographies. In the Americas, stakeholders often emphasize scalability and measurable reductions in avoidable utilization, driven by expansive payer-provider collaborations and employer-sponsored programs that seek to control healthcare spend while maintaining workforce productivity. Regulatory emphasis on privacy and interoperability continues to shape data-sharing practices and cross-organizational collaborations throughout the region.
Europe, Middle East & Africa present a mosaic of health systems with varying financing models, where national and regional policy choices exert strong influence on program design. In several jurisdictions, centralized data initiatives and national health priorities enable large-scale integrations, while other parts of the region rely on localized innovation and private-public partnerships to pilot novel care coordination approaches. In the Asia-Pacific region, rapid digitization, rising chronic disease burdens, and large, diverse populations are driving accelerated adoption of telehealth, remote monitoring, and mobile-first patient engagement. In many markets across Asia-Pacific, the combination of private sector innovation and government-led digital health strategies is creating fertile ground for scalable population health programs, with deployment modalities tailored to local infrastructure and regulatory frameworks.
Competitive and partnership dynamics among established platforms, niche innovators, and integrated service providers that influence buying decisions and integration strategies
Companies operating in the population health ecosystem demonstrate differentiated strategies across product innovation, service delivery, and partnership models. Established vendors emphasize platform breadth and enterprise-grade governance capabilities, enabling integration across care management, analytics, and patient engagement modules. These firms often support complex payer-provider contracts and large-scale deployments, leveraging deep domain expertise and robust compliance frameworks. At the same time, a cohort of specialist vendors and emerging providers focuses on niche capabilities such as high-fidelity predictive modeling, behavioral health integrations, or telephonic care coordination, delivering targeted solutions that can be rapidly configured for specific clinical pathways.
A growing number of solution providers are adopting partnerships and channel strategies to extend reach, embedding services within pharmacy networks, employer benefits ecosystems, and provider group workflows. This collaborative approach reduces time-to-value for customers by combining clinical domain knowledge with technical integration skills. Strategic M&A and alliance activity continues to accelerate capability consolidation, enabling faster delivery of end-to-end offerings while also raising expectations for post-merger integration discipline. For buyers, the vendor landscape rewards clarity of use case, measurable outcomes, and demonstrable interoperability, while vendors succeed by showcasing repeatable deployment playbooks and strong customer success functions.
Actionable, high-impact recommendations for leaders to strengthen governance, adopt modular architectures, and align incentives for measurable population health outcomes
Industry leaders should pursue a coordinated set of actions that strengthen operational resilience, accelerate value realization, and improve patient-centered outcomes. First, prioritize governance and data stewardship frameworks that standardize data ingestion, quality controls, and consent management across partner ecosystems. Strong governance reduces friction in multi-stakeholder data exchanges and underpins reliable analytics and care pathways. Second, adopt modular technology architectures that allow incremental modernization: select interoperable components that can be integrated with legacy systems while enabling rapid substitution as new capabilities emerge. This approach balances continuity of care with technological agility.
Third, invest in workforce capabilities and change management to ensure clinical and administrative teams can operationalize insights from analytics and patient engagement platforms. Training, clear operational playbooks, and cross-functional governance bodies accelerate adoption and sustain improvements. Fourth, embed outcome-linked contracting where feasible to align incentives with measurable patient and utilization outcomes, promoting shared accountability among payers, providers, and vendor partners. Finally, incorporate supply chain and procurement resilience into technology sourcing decisions, including contingency planning for policy-related disruptions and vendor diversification to preserve continuity of services.
A rigorous, mixed-methods research approach combining executive interviews, policy review, and case study analysis to validate operational insights and implementation patterns
The research methodology underpinning this analysis integrates qualitative and quantitative approaches to deliver actionable insights grounded in real-world practice. Primary inputs included structured interviews with senior executives across payers, providers, pharmacies, and employer health programs, supplemented by detailed discussions with technology vendors and implementation partners. These conversations informed an understanding of operational priorities, common implementation challenges, and decision criteria that drive technology adoption.
Secondary research encompassed policy reviews, standards documentation, and aggregation of publicly available clinical and operational guidelines to contextualize regulatory and interoperability considerations. Case study analysis of representative deployments provided granular insight into implementation timelines, governance structures, and integration patterns. The methodology emphasized triangulation across data sources to validate thematic findings and to ensure that recommendations reflect both strategic intent and operational feasibility. Throughout, confidentiality and ethical research practices were maintained to preserve the integrity of respondent inputs and to deliver insights that are both practical and replicable across varied organizational contexts.
Synthesis of strategic priorities and operational imperatives that organizations must balance to achieve sustained improvements in population health outcomes
This executive summary synthesizes how organizational incentives, technology evolution, and external policy dynamics converge to shape the future of population health management. The pathway to improved outcomes depends on integrating analytics-driven decision support with pragmatic care coordination and patient-centric engagement strategies. Leaders that adopt strong governance, modular architectures, and outcome-aligned contracting will be better positioned to translate insight into measurable improvements in population health.
As initiatives scale, attention to change management, procurement resilience, and cross-sector partnerships will prove decisive. The ability to balance near-term operational wins with investments in long-term infrastructure and capability building will determine which organizations can sustain performance under evolving regulatory and market conditions. In closing, the most successful programs will be those that maintain a clear focus on measurable patient impact, operational reliability, and continuous learning from outcomes to refine interventions and pathways over time.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
180 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of AI-driven predictive analytics platforms to forecast high-risk patient populations and tailor interventions based on social determinants of health
- 5.2. Adoption of telehealth and remote patient monitoring solutions to manage chronic diseases in rural and underserved communities
- 5.3. Emergence of patient engagement mobile applications with gamification features to enhance medication adherence and lifestyle modifications
- 5.4. Implementation of value-based care contracts emphasizing outcomes-based reimbursement models and shared risk arrangements with payers
- 5.5. Expansion of interoperability standards enabling real-time data exchange between EHRs, wearable devices, and community health networks
- 5.6. Increasing utilization of social determinants of health data integration to customize care plans and address health inequities
- 5.7. Deployment of blockchain technologies to ensure secure patient data sharing and consent management across multiple stakeholders
- 5.8. Growth of pharmacist-led medication therapy management programs to reduce readmission rates and healthcare cost burdens
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Population Health Management Market, by Component
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.2. Software
- 8.2.1. Analytics Software
- 8.2.2. Data Integration Software
- 8.2.3. Patient Engagement Software
- 9. Population Health Management Market, by Deployment Mode
- 9.1. Cloud
- 9.1.1. Hybrid Cloud
- 9.1.2. Private Cloud
- 9.1.3. Public Cloud
- 9.2. On Premise
- 10. Population Health Management Market, by Application
- 10.1. Care Coordination
- 10.1.1. Digital Coordination
- 10.1.2. Telephonic Coordination
- 10.2. Care Management
- 10.2.1. Behavioral Health Management
- 10.2.2. Chronic Disease Management
- 10.2.3. Maternity Management
- 10.3. Population Health Analytics
- 10.3.1. Descriptive Analytics
- 10.3.2. Predictive Analytics
- 10.3.3. Prescriptive Analytics
- 10.4. Risk Adjustment
- 10.4.1. Chart Review
- 10.4.2. Coding
- 10.4.3. Predictive Modeling
- 10.5. Wellness Prevention
- 10.5.1. Fitness Tracking
- 10.5.2. Lifestyle Coaching
- 10.5.3. Nutritional Programs
- 11. Population Health Management Market, by Region
- 11.1. Americas
- 11.1.1. North America
- 11.1.2. Latin America
- 11.2. Europe, Middle East & Africa
- 11.2.1. Europe
- 11.2.2. Middle East
- 11.2.3. Africa
- 11.3. Asia-Pacific
- 12. Population Health Management Market, by Group
- 12.1. ASEAN
- 12.2. GCC
- 12.3. European Union
- 12.4. BRICS
- 12.5. G7
- 12.6. NATO
- 13. Population Health Management Market, by Country
- 13.1. United States
- 13.2. Canada
- 13.3. Mexico
- 13.4. Brazil
- 13.5. United Kingdom
- 13.6. Germany
- 13.7. France
- 13.8. Russia
- 13.9. Italy
- 13.10. Spain
- 13.11. China
- 13.12. India
- 13.13. Japan
- 13.14. Australia
- 13.15. South Korea
- 14. Competitive Landscape
- 14.1. Market Share Analysis, 2024
- 14.2. FPNV Positioning Matrix, 2024
- 14.3. Competitive Analysis
- 14.3.1. Arcadia Solutions, LLC
- 14.3.2. Athenahealth, Inc.
- 14.3.3. Conifer Health Solutions, LLC
- 14.3.4. Cotiviti, Inc.
- 14.3.5. eClinicalWorks, LLC
- 14.3.6. Epic Systems Corporation
- 14.3.7. Health Catalyst, Inc.
- 14.3.8. HealthEdge Software, Inc.
- 14.3.9. i2i Population Health, Inc.
- 14.3.10. Innovaccer Inc.
- 14.3.11. International Business Machines Corporation
- 14.3.12. Koninklijke Philips N.V.
- 14.3.13. Lightbeam Health Solutions, Inc.
- 14.3.14. Lumeris, Inc.
- 14.3.15. McKesson Corporation
- 14.3.16. NextGen Healthcare, Inc.
- 14.3.17. Optum, Inc.
- 14.3.18. Oracle Health
- 14.3.19. Persivia Inc.
- 14.3.20. Veradigm LLC
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