Consulting, advisory, education, and interim leadership for health systems, PE-backed platforms, digital health companies, and the organizations that send people where the system is thinnest — led by people who have carried the P&L.
Start a conversation →Three practices, one vantage point: the platforms that deliver hospital-based care, the organizations that send people into the field, and the rural hospitals deciding what they can still be.
Drawn from leading one of the industry's largest enterprise AI clinical documentation deployments, with measurable reductions in documentation time and improvements in coding accuracy. Covers vendor evaluation, deployment sequencing across specialties and facilities, physician adoption and change management, and the performance measurement framework that proves whether it worked.
Operator experience taking a multi-state division into bundled payment participation in partnership with CMS and health system payers. Readiness assessment before committing to risk, operational design of the programs themselves, and the contracting judgment that decides whether a performance-based arrangement is worth signing.
Emergency medicine, hospital medicine, anesthesia, radiology, trauma surgery, peri-operative medicine, and post-acute care. Quality frameworks, physician governance structures, site leadership development, and the operating cadence that holds performance steady across geographies.
Five multi-site acquisitions and two joint venture integrations, plus PSA negotiation and health system partnership expansion. Diligence support on the questions that actually predict post-close performance, and operational integration afterward — including the clinician retention problem that decides whether an acquisition holds its value.
Ninety-nine percent clinician retention through acquisition integration, and three consecutive years of improvement across hospital medicine quality metrics. Covers compensation and alignment model design, physician leadership structures, and the engagement work that keeps a workforce intact through a transaction or a turnaround.
Every engagement begins with a scoping call to align on objectives, timeline, deliverables, and the shape of the team before terms are discussed.
Curricula are built against the organization's own situation rather than delivered from a shelf. Each program is offered as a keynote or briefing, a workshop, or an institutional version built for a single organization.
For service-line chiefs, site medical directors, group presidents and early CMOs who now own a budget. Reading the P&L as a clinical document, volume and rate and mix, labor, contracts, the budget conversation, quality as a financial argument, and the first ninety days with a budget. Built and delivered twice inside large physician organizations.
Physician Services & Clinical Operations →For managers, faculty and trip leaders responsible for people working or traveling abroad. Preparation before departure, recognizing when a situation is becoming medical, who to call and in what order, the evacuation decision, and the record that protects the organization afterward. Teaches process and judgment, not clinical treatment.
Duty of Care →For boards and leadership teams of rural and critical access hospitals. What the emergency department has to do and what it takes to do it, board accountability for clinical performance, reading quality and coverage data, and governing the ED contract the hospital depends on. Delivered through state hospital associations or directly to a single board.
Rural Emergency Care →Quality and safety oversight is a fiduciary duty, and most directors on health system and portfolio company boards are not clinicians. This track covers what a board is actually accountable for in clinical performance, how to read quality data critically, how physician governance structures succeed or fail, and where enterprise AI creates oversight obligations the board cannot delegate.
Working sessions for a leadership team facing a specific decision: whether to deploy enterprise AI documentation and in what sequence, whether the organization is ready for risk-bearing contracts, or how to integrate an acquisition without losing the clinicians who came with it. Each intensive ends in a decision document the team owns, not a deck.
Cohort programs for physicians moving into operating roles. P&L literacy and how a service line actually makes money, payer economics and contracting, physician engagement and change management, and the transition from clinical authority to executive authority. Built by someone who made that transition.
Collaborators are senior operators drawn from physician services, managed care contracting, revenue cycle, and physician workforce, engaged per project.
A healthcare operating executive who is also a physician. Twenty-five years spanning full P&L ownership of a national physician services platform, enterprise clinical leadership inside the largest publicly traded U.S. health system, and joint venture board governance.
As President of the Valesco Joint Venture (Envision Healthcare / HCA), he carried P&L responsibility for a $1B+ national platform across seven service lines in 11 states, scaling it through five multi-site acquisitions and two joint venture integrations while retaining 99% of clinicians through integration. As Chief Medical Officer for Hospital-Based Services at HCA Healthcare, he oversaw emergency medicine and hospital medicine across 180+ facilities and led the Valesco integration into HCA governance and reporting structures.
Ongoing volunteer clinical service at Jovenes en Camino, a faith-based rural clinic in Honduras, alongside two Central America nonprofit consulting engagements.
A scoping call comes first. Share enough context that the conversation can start somewhere useful.