CodeGrey

Code Grey Consulting — Ken Perry, MD, FACEP
Ken Perry, MD, FACEP  ·  Code Grey Consulting

Code
Grey.

Reporters will show up before your hospital is ready. This workshop trains C-suite leaders to respond with clarity, authority, and credibility — before the next crisis arrives.

4 hrs
The window before a local story becomes national
1
Sentence that can define your hospital for years
0
Good reasons to say “no comment”

The gap between what happened and what the public believes happened — that’s a communications problem.

Ken Perry, MD, FACEP

Where hospitals lose control

01 No designated spokesperson at the moment of first contact
02 “No comment” — the two words that confirm every suspicion
03 Clinical staff speaking on camera without preparation
04 Different messages from different departments on the same day
05 Waiting for legal clearance while reporters go live

Built by someone who has been on both sides of the camera.

Ken Perry, MD, FACEP is a board-certified Emergency Medicine physician and Medical Director based in Charleston, SC. He has spent more than a decade treating patients in high-volume emergency departments — and an equal amount of time explaining those environments to the public on camera.

As a contributor to ABC, NBC, and Fox affiliates — and with bylines in Fox News, National Geographic, Newsweek, WebMD, The Atlantic, and Good Housekeeping — Dr. Perry understands how reporters think, what they need, and where hospitals lose control of the narrative.

Code Grey Consulting was built on a straightforward observation: hospitals have strong clinical infrastructure and a significant communications gap. This workshop closes that gap — before the next incident, not during it.

Clinical
Board-Certified Emergency Physician
FACEP — Fellow, American College of Emergency Physicians
Secretary / President, SC College of Emergency Physicians
Medical Director, Charleston, SC
Media
On-camera contributor — ABC, NBC, Fox affiliates
Fox News · Yahoo! · National Geographic · Newsweek
WebMD · The Atlantic · Good Housekeeping

Five modules. One day. A protocol your team can use Monday morning.

Each module builds toward the same outcome: a hospital that does not improvise when a camera arrives.

01
Anatomy of a Crisis
How stories build — and exactly where hospitals lose control of the narrative.
02
What Reporters Want
Bridge language, live practice, and how to give reporters what they need without creating liability.
03
Hot Mic Simulation
Live scenario with real-time complications. Your team under pressure, in a safe environment.
04
Crisis Protocol Worksheet
Build your spokesperson chain, approval process, and statement templates in the room.
05
90-Day Framework
Leave with a concrete implementation plan — Build, Train, Test — tied to your calendar.

Real hospitals. Real consequences.

The workshop draws on documented cases — one that shows what right looks like, and one that shows what it costs to get it wrong.

Model Response

Sunrise Hospital & Medical Center

Las Vegas, Nevada — October 2017

212 patients in under two hours following the Route 91 Harvest Festival shooting
Single designated spokesperson within the first hour. Scheduled briefings. No chaos.
National coverage framed around the care — not the crisis. The hospital controlled its narrative.
The lesson: one voice, clear schedule, clinical authority, human tone.
What It Costs

Hennepin Healthcare

Minneapolis, Minnesota

Initial response was silence. The story wrote itself — without the hospital’s voice.
Multiple departments gave inconsistent accounts. Each version became its own headline.
Social media moved in hours. The hospital’s response moved in days.
The lesson: silence is never neutral. The public interprets it as guilt.

Built for the people who speak for your hospital when it matters most.

C-Suite Leaders
CEOs, CMOs, CNOs, and COOs who are the face of the institution when a story breaks — and need to perform under pressure with clinical authority and human credibility.
Communications Teams
PR directors and communications leads who need a tested protocol, not just a policy — and who need their physician leaders trained to execute it.
Independent Hospitals
Community and regional health systems — especially those navigating leadership transitions, acquisitions, or regulatory scrutiny — where the communications infrastructure has to be built deliberately, not assumed.

Let’s talk about your hospital.

The hospitals that call me proactively are always better positioned than the ones that call me after the fact.

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