Reading Time: 3 minutes
You have pushed back on a contract renewal before. You prepared. You presented the data. You made the case clearly enough that the conversation lasted longer than usual. And then you signed. The rate moved two percent. You filed the paperwork and moved on.
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Reading Time: 3 minutes
Your last payer contract renewal went the same way every renewal goes. Someone on the payer’s side ran the numbers on your specialty across their entire network, calculated what the average provider in that pool costs them, and set a rate accordingly.
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Reading Time: 3 minutes
Imagine seeing ten patients today instead of twenty-two. And having more time per patient. And making more profit. Then at 4pm, having an hour to call all ten, six minutes each, to ask how they are doing. It isn’t a fairy tale.
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Reading Time: 4 minutes
The responses most practices use when revenue falls short are not wrong. They are correct inside a model that does not include the variable causing the problem.
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Reading Time: 4 minutes
Your income statement shows what you collected. It does not show what collections cost you, what you were prevented from collecting, or what you would have collected if the price had been set by a market instead of by a contract.
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Reading Time: 3 minutes
Every game has rules. Medical reimbursement is no different. If you accept insurance, you need to know who wrote yours. Because what separates a fair game from a rigged one is who writes the rules.
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Reading Time: 3 minutes
The insurance companies hired the experts. Did the math. Built the models. And discovered they could take from you, take from your patients, reduce economic welfare, and pocket the arbitrage of the deadweight loss they created.
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Reading Time: 2 minutes
Most business decline does not come from bad decisions. It comes from reasonable ones. Another hire that seemed necessary. Another expense that felt justified. Another expansion that worked last time. Another accommodation to keep things moving.
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Reading Time: 3 minutes
Most business owners understand cost through an accounting lens. Cost is what reduces profit. It is what leaves the bank account. It is measured, categorized, and reported after the fact.
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Reading Time: 3 minutes
You didn’t go into medicine to run a business. You went into it because you wanted to help people. You endured the education, the residency. the clinical hours, the debt, the years of building. Somewhere along the way, you realized that truly helping people would require owning the practice that lets you.
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