Practice growth
The four decisions that carry the most capital and operational risk — sequenced, with the questions to answer before the money is committed rather than after.
By stage
Library
Referrals are treated as weather — something that happens to the practice. They are a manageable channel with measurable behaviour, and the practices that manage it grow without buying anything.
9 min readRead
Most start-up plans get the clinical model right and the cash-flow model wrong. A sequenced view of credentialing, capital, capacity and the revenue gap you have to survive.
14 min readRead
In-office procedures, imaging, pathology, pelvic health and infusion all get pitched as growth. A structured way to separate the ones that fit your practice from the ones that fit someone's brochure.
11 min readRead
A structured way to think about the second urologist, the first APP, and the difference between a capacity problem and a demand problem.
10 min readRead
A satellite office is usually sold as market expansion and paid for as a staffing problem. What to model before you sign.
8 min readRead
