Do I have to leave my current arrangement?
No. Many of our partners develop a center while continuing an existing hospital or group relationship. The right structure depends on your contracts, and reviewing them is part of early feasibility.
For physician entrepreneurs
Ownership, structured so it holds.
Surgeons who want to own a center rarely lack the clinical case for it. What they need is a counterpart who can model the economics, find the right partners, and carry the process to closing.
The path
- 01
Conversation
We start with your case mix, your current setting, and what you want ownership to change. No model yet — just whether there is something real here.
- 02
Feasibility
Volume modeling from your actual case logs, market and payer analysis, room count, capital requirement, and a first pass at the returns.
- 03
Structure
Who invests, on what terms, with what governance. If a health system or capital partner belongs at the table, we identify and negotiate with them.
- 04
Build and open
Site, design, licensure, equipment, contracting, and hiring — managed to a date, with the compliance requirements designed in from the start.
- 05
Manage
We stay on as manager: operations, compliance, quality reporting, and partner communications, so you can keep operating.
Questions we get first
How much capital do I need to put in?
It varies with room count, service line, and whether a system or financial partner participates. The point of the feasibility phase is to answer that with a real number rather than a range.
Do I give up control of how the center runs?
Scheduling authority, block policy, vendor and implant selection, and capital approval thresholds are all written into the operating agreement. We settle them explicitly rather than leaving them to be discovered later.
What if I only want help with a center I already own?
That is a large share of our work. Operational improvement and management engagements do not require any ownership change.