Operations Management
Every practice past a certain size needs one. The question is not whether to hire a consultant, it is what that department would cost to build inside your practice and staff yourself. We run it instead, and you keep 100% of the equity, full clinical autonomy, and day-to-day direction of the team and the schedule.
The argument
It does not go away. Somebody does the books, watches the numbers, manages the vendors, runs the marketing, holds the team accountable, and plans the growth. The only question is who, and what it costs to have them do it.
Nights, weekends, and the hour between the last patient and dinner. It gets done at whatever standard is achievable when you are already tired and it is already late.
Someone gets promoted into it at a wage. They are learning the job while not doing the one you hired them for, and they have never seen how it works anywhere else.
It goes to a firm that already has the systems, the reporting, the vendor relationships, and the reps. No hiring, no training, no ramp, and no single point of failure who might quit.
The empty seat
In a group practice there is a management company between the doctor and the operation. In a solo or small group practice that position is empty, so every decision that does not belong to the front desk lands on the owner. That is the seat this fills.
Clinical direction, ownership decisions, and where the practice is going
Reporting, financial oversight, vendor and marketing accountability, capacity planning, roles and standards, and the cadence that holds all of it together
Patients, the schedule, the day, and the work in front of them
What we oversee
Not advice delivered quarterly. A weekly rhythm, a monthly scorecard, and a named person accountable for each of these.
The operating rhythm
The work runs on a schedule whether anything is wrong or not. That is how a problem gets caught while it is still small, rather than after it has already cost something.
We review the numbers against target, surface what is blocked, and set this week's priorities with the people who have to execute them.
We deliver the financial package, the KPI dashboard, and owner-level reporting, and we walk you through all of it instead of emailing it.
We reset goals against the trend, review vendors, challenge spend, and scope the next ninety days.
We build the budget, re-measure the valuation, review compensation and staffing, and plan the year ahead around your schedule.
It closes back on itself. Every cycle produces something, and the next one starts from what the last one showed.
What changes on your desk
A great deal of what reaches an owner is not an ownership decision. It arrives there because no one else is positioned to take it. We can carry as much or as little of this as you want.
Decisions that are genuinely yours still arrive at your desk, with the analysis attached and a recommendation on the front.
Where the line sits
We do not take decisions that belong to the owner, and we do not put ourselves between you and your patients or your team. That is the arrangement, and it is written into the agreement before you sign it.
Your investment
The full operations department. Financial, operational, and marketing oversight, procurement savings, KPI reporting, and growth planning.
Earned Incentives for Performance. A meaningful share of what we make on a management relationship is earned rather than billed. We set fixed dollar amounts against operating benchmarks at scoping, we write them into the engagement agreement, and the calculation is settled before the work starts.
If the benchmark is not reached, nothing additional is owed. When it is reached, the amount is nominal against the growth that produced it and you keep the substantial majority of every dollar. That structure puts our economics on the same side of the table as yours.
Every management relationship is documented separately with a defined scope, term, economics, responsibilities, and performance expectations.
Elective add-ons
None of the services below are included in the monthly fee and none are required. Each carries its own price, quoted when we scope it against your volume.
For practices with substantial federal healthcare program revenue, revenue cycle management converts to a monthly fee at fair market value. Brokerage, legal, tax, and investment work is delivered through our own licensed professionals or through vetted partners we bring to the engagement, so you are not left to assemble that bench yourself.
The questions everybody asks
No. There is no equity component, no option, no buy-in, and no structure where we end up owning any part of it. This is a management agreement with a defined scope and a defined term. You own 100% of the practice on the first day and 100% on the last.
Yes. We do not propose an ongoing relationship until both parties can see what they would be agreeing to. If the Review says it does not make sense, we say that, and nothing obligates either side to continue.
Fixed dollar amounts tied to specific operating benchmarks, agreed in writing before the work starts. Not a percentage, not open ended, and not a share of your growth, so the number cannot run away from you. If the benchmark is not hit, nothing additional is owed.
The term, the notice period, and the exit are written into the agreement before you sign it. Add-ons release with sixty days notice. Nothing is designed to be hard to leave, and everything we build stays with the practice.
Less than the work takes now. A weekly huddle and a monthly review is the standing rhythm. The point of the arrangement is that decisions arrive at your desk already worked, with a recommendation attached.
The first practice is $7,450 per month and each additional location is $5,500 per month, covering the same platform and the same access. Add-ons are elected per practice or across the group depending on which makes sense.
Start here
Book a call to walk through what this would look like for your practice. Thirty minutes, no obligation.
Thirty minutes, no obligation. Nothing you share goes anywhere else.