Practical perspective on the clinical, financial, and operational problems that shape how a practice performs, written for the owners, operators, clinicians, and investors living them.
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When physicians on the same schedule get very different results, the reason is rarely effort or skill. It's the support and systems built around them, and that's fixable.
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Every practice stands on three legs: physicians, staff and billing. When one carries more than it should, the whole thing wobbles, and your margin slides off.
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Why the root cause is usually upstream of billing, and why a good billing vendor can't fix it alone.
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When physicians on the same schedule get very different results, the reason is rarely effort or skill. It's the support and systems built around them, and that's fixable.
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A maternal-fetal medicine practice stopped advising on high-risk pregnancies and started owning them.
Read case study →Every practice stands on three legs: physicians, staff and billing. When one carries more than it should, the whole thing wobbles, and your margin slides off.
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The longer a claim sits unpaid, the less of it you'll ever collect, and the more it costs to chase. The money you collect fastest is the money you keep.
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Your rates with insurers aren't set in stone. Getting them raised takes real work, but a better rate pays you on every visit, every year.
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When a specialist and a referring physician share a high-risk patient, the gap between their offices is where things go wrong. Here's how to close it.
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Most practices have protocols. They live in a binder, and care still varies from provider to provider. Here's why standards don't stick, and what makes them stick.
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AI is good at repetitive, rules-based work. Care decisions belong with clinicians. The value is in drawing a clear line between the two.
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The Physician Barometer: no report card, no long list. Just the three changes that would make the biggest difference for you, chosen with you.
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On January 1, 2027, the single bill for a whole pregnancy goes away. Here's where the money can slip, and what to fix first.
Read the insight →Why the root cause is usually upstream of billing, and why a good billing vendor can't fix it alone.
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A healthy top line can hide a struggling operation. Here's how to tell the difference before something breaks.
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One senior hire or a few new staff can't fix a practice that has no structure underneath them. Build the foundation first, and your next hire has something to run.
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Most practice fixes work for a few months, then slide back. Here's why gains fade, and the four things that make them stick.
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Most consulting ends with a report, and the practice stays the same. Here's what real improvement takes, and the one question to ask any firm before you hire them.
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Most improvement projects stall because they land on a team that's already full. Here's what the first 90 days actually ask of your people, and why the first changes are chosen to give them time back.
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If the practice stalls when you step away, the problem usually isn't your people. It's that the practice runs on you instead of on systems.
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If your patients do better than the market but you can't show it, insurers pay you like an average practice, on every visit, every year. Outcomes data is how you show it.
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We examine, diagnose, and prescribe, and then we do the work. In 90 days you can have an Assessment, an actionable plan, and early results.
