The NOVO Health Difference
We help health systems improve patient outcomes by improving the patient experience.
That statement guides how our company is structured: how programs are priced, how the network is built, and how each account is managed. The sections below describe what that looks like in practice.
By the numbers
A snapshot of how NOVO Health Services operates
The metrics below reflect the scale, experience, and long-term approach behind every NOVO Health Services partnership. They offer a concise view of how we support healthcare facilities across our network.
How we're priced
$/APD
Activity-based cost control.
NOVO Health prices and reports against Cost per Adjusted Patient Day, the same denominator hospital finance teams use in their own internal benchmarking. Product mix, RFID-tracked apparel, and contract incentives are all tied to that figure, so reducing waste on a unit reduces what the facility pays.
Average fill rate
99.67%
Network-wide fill rate.
Across the 16-plant network, average fill rate runs at 99.67%. The figure reflects multiple PARs of prewashed linen held in reserve, regional redundancy between plants, and a documented Emergency Preparedness Plan covering hurricanes, supply-chain disruption, and surge events.
Reserve inventory and cross-plant failover protocols are built into the operating model, not added during a crisis.
Investment horizon
Permanent
Privately held, long-term ownership.
NOVO Health is privately held by Tuckahoe Holdings, with no fund-return schedule or sale timeline driving operating decisions. Capital decisions about plant equipment, technology, and workforce are made on a multi-year horizon, which keeps the operating priorities consistent from one contract cycle to the next.
The ownership structure shapes how programs are sized, staffed, and reinvested in over time.
How the program runs
Each account is run as a structured program
Every NOVO Health account is assigned a Client Relationship Manager who runs a defined review cadence and a set of six operating programs that sit underneath the contract. The cadence and the programs are described below.
14
Facilities across the Eastern US
~250M lbs
Processed annually
150 + yrs
Combined executive experience
Six commitments
The standards that apply to every account
These commitments hold across every plant and every account, regardless of territory, facility type, or contract size. They define the operating floor for any NOVO Health program.
01 Patient Experience
Product choices that support patient outcomes
Patient apparel and linen specifications are selected for comfort, fit, and clinical performance. Specialty therapeutic products such as DermATherapy® are available in the catalog for facilities managing pressure-injury risk.
DermATherapy®· specialty therapeutic fabrics
02 Infection Control
Accredited infection control across the network
Every NOVO Health plant carries HLAC Accreditation and TRSA Hygienically Clean Certification, with operational protocols aligned to AORN guidance, FDA regulations for Class I and II medical devices, and The Joint Commission's standards for quality and patient safety. The standards exist to reduce the risk of Hospital-Associated Infections (HAIs), and plants operate to them continuously, not only at audit.
HLAC Accreditation · TRSA Hygienically Clean Certification · AORN · FDA · TJC
03 Cost Control
Account performance reported in $/APD
Cost performance is reported in Cost per Adjusted Patient Day, the same denominator used in hospital finance reporting. Linen Detective and PAR Level Reviews are the operational levers that influence the figure month to month.
$/APD reporting at the account level
04 Client Relationship
A dedicated Client Relationship Manager
Each account is assigned a Client Relationship Manager who owns the monthly, quarterly, and annual business reviews and serves as the single point of escalation for the facility. The role and the cadence are part of the contract.
Named CRM · defined review cadence
05 Emergency Preparedness
Documented emergency preparedness
Regional redundancy across the 16-plant network, reserve inventory, multiple PARs of prewashed linen, and documented cross-plant failover protocols. The plan has been exercised in real conditions — including Hurricane Irma, regional tornadoes, ice storms, and the COVID-19 response — with no failed deliveries to client facilities during those events.
Active Emergency Preparedness Plan · Assurance of Supply
06 Environmental Stewardship
Reusable textile model and resource use
The reusable-textile model reduces solid waste against single-use alternatives. Plants run ratio-metric washing (water and chemistry matched to each batch), ozone-assisted wash chemistry, heat-reclaim systems on wastewater, and internal-heating ironing lines that cut energy use by more than 30% against centralized-steam systems. High-pressure vapor cart washers reduce both water consumption and chemical load in wastewater. Delivery fleet rotates on a five-year cycle with current fuel-efficiency and safety specifications.
Ratio-metric washing · ozone wash · heat reclaim · vapor cart wash
