A clear-eyed accounting of employed compensation versus practice ownership economics, including the parts of the employed package that are easy to overvalue and the practice costs that are easy to forget.
What has to be true before you give notice: capital, credentialing, payer contracting, lease, and the sequence they have to happen in. Most of the difficulty in going independent is calendar difficulty.
Non-compete geography and duration, notice provisions, patient-notification restrictions, and what is typically negotiable at exit even when the contract reads as though nothing is.
How rates are actually set for a new entity, why the first offer is rarely the last, and which contracts to pursue before opening rather than after.
What a two-provider practice genuinely needs on day one, what can wait, and the two hires that determine whether the business runs on systems or on your evenings.
A break-even model with the variables that matter: panel size, visit volume, payer mix, and the fixed-cost floor. Enough structure to test your own assumptions honestly.
The Playbook is written from engagements, not from research. It reflects what has actually gone wrong for physicians we have worked with, which is why several chapters are shorter than you might expect and one is considerably longer.
Sent by email, usually the same day. No sequence, no drip, and we will not pass your address to anyone.
If the decision is made and the question is sequencing, that is a conversation rather than a download.
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