Services Focused on Performance and Growth

Starting a new medical practice is one of the most complex operational undertakings a physician can face — and one of the most consequential. I design and manage the entire startup process — from financial pro forma and corporate setup to vendor selection, staffing, benefits, EMR and revenue cycle implementation, credentialing, and go-live — so you begin with a solid operational and financial foundation instead of learning by trial and error. Whether you are launching your first practice from the ground up or transitioning from hospital or corporate employment to independent practice, I have the experience to take you where you are trying to go.

A physician practice doesn't run itself — and the difference between a practice that merely survives and one that consistently performs comes down to the quality of its leadership. I provide full or fractional management services that bring executive-level oversight to your practice, aligning workflows, staffing, financial performance, and compliance with your goals while giving physicians clear, data-driven visibility into how the practice is performing. With 30 years of senior executive and C-suite experience managing physician practices across more than a dozen specialties, I bring a depth of practical knowledge that most practices never have access to — until now.

Most practices are so consumed by the demands of daily operations that planning for the future becomes an afterthought — and that lack of direction has a cost. I lead structured strategic planning sessions that bring physicians and leadership together to honestly assess where the practice stands today, define where they want to go operationally and financially, and develop concrete strategies to get there. The result is not a document that sits on a shelf — it is a clear, actionable roadmap that drives real decisions about staffing, service lines, investments, and growth.

Your staff directly shapes patient experience, provider satisfaction, and financial results — and yet HR is the area where most physician practices are the least equipped. I design and manage practical HR processes that strengthen hiring, onboarding, performance management, corrective action, and retention so you have the right people in the right roles and physicians are not pulled into day-to-day personnel issues that distract from patient care. As a published author and speaker on progressive discipline, I bring a level of expertise in managing difficult personnel situations that protects both the practice and its culture. I also conduct structured exit interviews that uncover the real reasons employees leave — giving leadership the honest insight needed to address turnover before it becomes a pattern.

Most practices are leaving money on the table — not because they aren't working hard, but because revenue cycle problems are easy to overlook from the inside. I evaluate and strengthen the entire revenue cycle from front-end processes and charge capture through denials management and collections, identifying exactly where revenue is leaking and implementing the fixes that stop it. My experience includes managing the central billing operation for a multispecialty physician organization spanning more than 60 practices, giving me a breadth of perspective that most billing consultants simply don't have. I also bring a technology-forward mindset to revenue cycle work, leveraging the right tools and systems to streamline patient registration, reduce friction at the point of service, and drive measurable increases in collections.

Credentialing delays cost practices real money — every day a provider is not enrolled is a day they cannot bill for the care they are delivering. Timely, accurate credentialing is not just an administrative task; it is a revenue imperative. I manage the entire credentialing and re-credentialing process with third-party payors and hospital medical staffs, from initial application through final approval, and have personally delivered this service for multiple physicians and practices across a variety of specialties and practice settings — keeping the process moving, preventing avoidable delays, and ensuring providers are enrolled and billing as quickly as possible.

Physicians should not have to spend their time vetting vendors — that is time better spent on patients. The right vendor relationships can meaningfully impact a practice's efficiency, cost structure, and performance, while the wrong ones create headaches that are expensive to undo. I draw on a broad professional network built over 30 years in physician practice management to connect practices with trusted, vetted resources — from billing services and IT providers to staffing firms, benefit brokers, and beyond — so you get reliable recommendations from someone who knows your industry, not a random internet search.

Adding the right provider is one of the most consequential decisions a practice can make — and one of the most complex to execute. I manage the entire recruitment process from start to finish, identifying and engaging qualified physician and APP candidates, presenting opportunities compellingly, and guiding the practice through pro forma development, contract drafting, and negotiation to a successful close. Having successfully recruited physicians and APPs across multiple specialties and practice settings, I understand what candidates are looking for and how to structure opportunities that attract the right people and protect the practice's financial and operational interests at the same time.

Every practice has blind spots — inefficiencies, revenue leakage, and operational friction that become invisible when you are too close to the day-to-day work to see them clearly. I conduct structured operational and performance assessments that take an objective, experienced look at how a practice is actually functioning — evaluating workflows, key performance indicators, staffing, and financial processes to identify exactly where opportunities exist for improved performance and profitability. Having conducted these assessments for multiple practices across a variety of specialties and settings, I know what good looks like, I know where problems typically hide, and I deliver clear, prioritized recommendations that give leadership a practical roadmap for meaningful improvement — not just a list of observations.

Compliance is not a box to check — it is an ongoing operational discipline that protects your practice, your providers, and your patients. Having served as Compliance Officer for a large multisite physician organization, I bring firsthand executive-level experience building and managing the processes, policies, and culture that keep organizations operating with integrity and accountability. My compliance experience spans multiple regulatory frameworks — including The Joint Commission guidelines for hospital-owned practices, CLIA requirements for physician office laboratories, and AAAHC accreditation standards for ambulatory surgery centers. I also ensure practices are fully HIPAA compliant, implementing the policies and safeguards required to protect patient information and conducting staff and provider training to make compliance second nature. I help practices assess their current compliance posture, close the gaps, train their teams, and build the infrastructure needed to maintain readiness — not just for the next survey, but for the long term.

For healthcare organizations serving patients in rural areas, Rural Health Clinic designation represents a meaningful opportunity to enhance reimbursement and strengthen long-term financial performance — but it comes with a specific set of operating guidelines and regulatory requirements that must be understood, implemented, and maintained. Whether you are an independent practice pursuing Rural Health Clinic status or a hospital-owned clinic seeking Provider-Based RHC designation, I bring the regulatory knowledge and operational experience needed to guide you through the process successfully and build the day-to-day infrastructure required to stay compliant over the long term. If your organization serves a rural population and you are not sure whether RHC designation is right for you, that conversation is worth having.