The practice runs through you. That is the problem, not the proof it is working.
Every escalation, every exception, every vendor question, every scheduling conflict. It works, and it works because you are there. It does not scale past the hours you have, and it does not survive you taking two weeks off.
Practice Operations is the engagement that builds the system underneath you.
What we run
- Scheduling and capacity
- template design, utilization, the gap between the schedule you have and the one your case mix justifies.
- Patient flow
- intake through discharge, where the bottlenecks are, and what they cost in visits per day.
- Vendor management
- EHR, clearinghouse, supplies, IT, answering service. Contracts reviewed, renewals tracked, performance held to.
- Process documentation
- SOPs for the functions we own, written down, owned by your practice, and still there if we part ways.
- Compliance calendar
- licenses, insurance, OSHA, HIPAA training, and the annual obligations that are cheap to do and expensive to miss.
- Meeting cadence
- weekly operating, monthly review, quarterly business review. Problems surface on a schedule instead of as emergencies.
The test of an operations engagement is what happens when someone leaves.
In most practices, the front desk supervisor knows how prior authorizations work and nobody else does. When they leave, that knowledge leaves. The replacement invents a new process, and six months later it is different and worse.
Everything we run gets documented as we run it. Those documents belong to your practice, not to us. If we part ways, you keep them.
We say this because it is the part of the work that is easiest to skip and hardest to recover.
How it runs
The engagement model, cadence, and first 90 days are described in detail on how it works →
