We talk with HonorHealth Strategic Sourcing Program Director Matthew Mitchell about why healthcare capital is uniquely hard to manage and why demand for care creates real pricing pressure. We dig into practical ways to plan, fund, and measure major equipment purchases so capital dollars go further and technology actually gets used. 
• Matthew’s path from government and healthcare to hospitality and back, and what it taught him about cost control 
• Inelastic demand in healthcare, explained with simple examples 
• Why capital management looks different across IDNs and why standards are still rare 
• Moving from reactive buying to proactive capital planning after acquisitions and infrastructure strain 
• The growing role of IT and cybersecurity in capital prioritization 
• Mapping capital to a five to ten year strategic plan while vendors refresh models faster than depreciation 
• Managing internal customers across finance, clinicians, biomed, IT, construction, and purchasing 
• How we decide between buying, leasing, and placement deals for fast-changing technology 
• Using dashboards and utilization lookbacks to validate ROI and adjust operations 
• Why capital “savings” is often cost avoidance that funds more priorities 
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