Practice Management

I meet regularly with Jason Leander, our vice president of sales and marketing, in order to discuss and outline content updates for our website. Next week Jason is writing a short piece outlining a few ways in which doctors might supplement their income outside of their personal practice. Many of these jobs are fairly straightforward […]

Part 2: Mitigating the stress of a lawsuit: process, prepare, parley, and prioritize. The first part of this three part article looked at the statistical occurrences of medical malpractice lawsuits over the course of a physician’s career, and the fundamental contradiction between the usual results of a malpractice lawsuit (~90% dismissed or settled) versus the

Part 1: Getting sued feels bad, but the results usually aren’t—an exploration of a fundamental contradiction. It’s a letter that no one wants to receive, no matter the profession: a letter of intent to sue. At best, getting sued is a time-consuming exercise in defense of oneself; at worst, a lawsuit can damage reputations, derail

Three orthopaedic surgeons were offered what they called a “sweet deal” by the hospital. But the deal quickly soured after the practice opened its new doors. The hospital’s patient registration system was cumbersome and created hour-plus wait times. Physicians were required to use clinical staff that had no orthopaedic training. A facility charge was tacked