Dr. Peter Valenzuela

Facilitated decision labs

Facilitated labs for decisions leadership teams need to make together.

For leadership alignment and physician-led innovation that cannot be resolved by one department alone.

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Dr. Peter Valenzuela presenting at Pitch Elk Grove

MD, MBA, FAAFP, FAAPL, FACMPE ·MGMA-ACMPE Physician Executive of the Year ·Past MGMA Board Director; AAPL Board Director ·Certified Innovator’s DNA trainer

Two facilitated labs

Work on the decision, not a hypothetical.

Short, structured engagements for the people who must act together on a consequential leadership or innovation challenge.

Flagship lab · six weeks

Dyad Alignment Lab

Physician and administrative leaders agree on shared priorities, settle who decides what, and leave with one real decision and a 90-day action cadence.

Pilot engagements from $25,000 per team

What the lab leaves behind

  • A shared-priority map
  • A decision-rights and escalation guide
  • A named-owner tracker and 90-day action cadence

Lab Lite

One working session plus one follow-up for a leadership team with a well-scoped decision that cannot wait for a six-week engagement.

Cohort lab · eight weeks

Clinician Innovation Sprint

Frontline physicians bring operational problems and ideas forward. Eight weeks later, the strongest are scored, owned, and ready for an executive sponsor’s go-or-no-go decision.

Pilot cohorts from $30,000 per organization

What the lab leaves behind

  • A scored portfolio of frontline ideas
  • One-page pilot charters for the strongest ideas
  • Named physician and administrative owners for sponsor decisions

Method inside the sprint

Peter’s certified Innovator’s DNA training gives teams a structured way to observe, question, connect, network, and test ideas without turning the work into a separate course.

Starting prices reflect pilot scopes; final fees vary with team size, preparation, and sponsor involvement.

Dyad Alignment Lab

How the lab works

About 10 hours of participants’ time over six weeks, centered on one decision that matters to the leadership group.

Six-week decision path

From competing views to a decision people can act on

The lab does not ask a dyad to simply communicate better. It makes a real issue visible, clarifies the decision owner, and gives the group an accountable next step.

  1. Week 1

    Listen

    Sponsor and participant interviews

  2. Week 2

    Map

    One shared issue, not competing versions

  3. Week 3

    See

    A facilitated working session

  4. Week 4

    Clarify

    Who decides, advises, and executes

  5. Week 5

    Commit

    Named owners and escalation paths

  6. Week 6

    Activate

    Sponsor review and a 90-day cadence

Physician lead

Clinical impact and team reality

Administrative lead

Capacity, operations, and constraints

Week 4: decision rights

One named decision owner

Who gives input, who decides, and who carries the work forward.

Weeks 5–6

A decision that can move

  • Named action owner
  • Clear escalation route
  • 90-day action cadence

What colleagues and organizers say

“Dr. Valenzuela has the very rare ability to combine an innovative strategic vision with exceptional operational expertise. As a result, he creates practical solutions that not only improve performance today, but they also position organizations for future success.”

Marc Mertz

Vice President · GE Healthcare Camden Group

Lab inquiry

Start with the decision that matters.

Share the operating issue, executive sponsor, and timing. Peter will respond directly about fit, scope, and the most useful next step.