The definitive resource for obstetricians
The most comprehensive website for obstetricians and owners of birthing clinics
What’s inside, section by section
Owner business resource · SourcedSection 0113CalculatorsValuation range, exit readiness, payer mix, overhead, staffing and AI workflow ROISection 02417Directory profiles54 practices, 245 large Medicare groups and 118 vendors, sourcedSection 035InfographicsOwnership paths, revenue cycle, succession timeline, AI workflows, practice economicsSection 0416GuidesSelling a practice, PE offers and rollover, earnouts, call coverage, data roomsSection 0521ChecklistsPrintable, from the monthly owner dashboard to sale readinessSection 067White papersCompensation, staffing, payer mix, valuation, PE consolidation, outlook and AISection 07120Owner Q&AValuation, succession, payer mix, revenue cycle and AI workflowsSection 0851CME by stateHours and rules for all 50 states and DC, plus board certification
- Project
- Obstetricians.com
- Specialty
- Obstetrics and gynecology
- Coverage
- All 50 states
- Cost
- Free
This site is a central industry resource for obstetricians and practice owners. No material on this site is patient guidance, diagnosis, treatment, clinical triage or a substitute for the practice’s clinical leadership. Owners should use qualified advisers for decisions involving contracts, employment, valuation, privacy, taxes, securities or financing.
The operating questions behind practice value
Q.01What does the practice earn after owner duties are accounted for?Separate clinical pay from distributions. Record administrative duties and unusual expenses in their own lines. Reconcile adjustments to source records before using a planning range.Practice valuation rangeQ.02Where does cash flow depend on one payer, provider or location?Use the practice’s own collections and operating records. Define the measure and period, then test what changes if the relationship or contract changes.Payer mix impactQ.03What would an internal successor need?Review buy-in terms, financing capacity, governance, clinical leadership and transition responsibilities together. A partner track should have written rules before a transfer is imminent.Succession buy-in / buyoutQ.04Which workflows deserve attention first?Map recurring administrative work, starting with scheduling and authorization. Include coding and billing in the review, then assess intake and recall work. Identify the process owner and review point before evaluating automation.AI workflow ROI
Owner white papers
All 7 →01OB-GYN Private Equity Consolidation: What Practice Owners Should Understand02OB-GYN Compensation Models and Owner Economics03OB-GYN Practice Outlook: Workforce, Demand, and AI Operations04OB-GYN Staffing Models, Recruitment, Retention, Labor Cost, and Productivity: An Owner’s White Paper05OB-GYN Operating Benchmarks: A Practice Owner’s Guide06OB-GYN Practice Valuation and Succession: An Owner’s Guide07OB-GYN Payer Mix and Reimbursement: An Owner’s Field Guide
Owner tools
All 13 →01Practice valuation range02Exit readiness score03PE vs hospital vs internal sale04Succession buy-in / buyout05Succession timeline planner06Collections per provider07Payer mix impact08Practice overhead ratio09Staffing ratio and cost10AI workflow ROI11No-show revenue exposure12New provider hiring economics13Ancillary / ASC service line model
Owner guides
All 16 →GuideAdding ultrasound and ancillary service linesAdding ultrasound or another ancillary service can improve access, keep more work within the practice, and create a new source of revenue.GuideAssessing a laborist or OB hospitalist arrangementA laborist or OB hospitalist arrangement changes how an OB-GYN practice covers hospital work, allocates professional revenue.GuideBuilding a data roomA data room gives an OB-GYN practice a reliable way to document its ownership, finances, contracts, workforce records.GuideComparing strategic and sponsor buyersFor owners of an OB-GYN practice, a sale is a decision about more than headline price. The buyer may change who controls staffing.GuideEvaluating a private equity offer and rolloverSelling an OB-GYN practice to a private equity backed platform can combine a sale of business assets with continued employment and an investment.GuideEvaluating an earnout proposalAn earnout makes part of a practice sale price contingent on results after closing. For an OB-GYN practice.GuideHospital employment versus staying independentFor an OB-GYN practice owner, a hospital employment offer is both a compensation proposal and a redesign of the practice’s operating model.GuideNegotiating hospital call coverage and stipendsHospital call can protect access to obstetric services, but it also consumes physician time, constrains scheduling.GuideOB-GYN coding and reimbursement: an owner’s operating playbookCoding and reimbursement connect clinical business activity with payer rules and cash management.
By state
All 51 →CMECME requirements by stateContinuing education rules for 51 jurisdictions. Confirm current rules with the state medical board.DirectoryState group overviews25 state pages listing OB-GYN groups, clinician counts and cities from CMS records.CertificationBoard certification overviewHow ABOG certification and maintenance fit with state CME tracking.
Directory and community
Open directory →Directory entries use public information to describe groups and related platforms or organizations for owners. They do not establish current beneficial ownership, quality, financial strength or transaction availability. Submit a correction with the source URL to richard@doctorsinvestorclub.com.
A simple owner workflow
A monthly review can cover cash conversion, provider capacity, staffing openings, payer work queues, location performance and major decisions. A quarterly review can add succession, capital needs, contract renewals, technology governance and transaction readiness. The owner group should record the source, accountable person and next review date for each item.
01Pick one decision that matters in the next planning cycle.
02Identify the financial and operating records needed to evaluate it.
03Separate published external context from internal practice facts.
04List unresolved legal, tax, clinical governance or payer questions.
05Assign a responsible owner and a date to return with evidence.
Practice owner decision desk
Step 01Start with the economics you can verifyAn owner conversation begins with reconciled operating statements, provider schedules, payer contracts, staffing rosters and location-level reporting. Separate professional collections from hospital call stipends, ancillaries, pass-through expenses and owner distributions. Record the period and definition beside every figure.
Step 02Choose a path, then prepare the recordOwners considering a partner transition, recapitalization or sale can organize normalized earnings, provider agreements, call coverage, lease obligations, payer concentration, compliance records and successor capacity. A planning estimate is not an appraisal or an offer. Have advisers review the transaction terms. Use tax and legal counsel for their respective questions.
Step 03Make operating improvements visibleTrack access, cancellations, charge lag, denial work queues, days in A/R, staffing capacity and location contribution using definitions your practice can reproduce. Use the dashboard to answer an operating question. A number without context is a poor target. Changes to clinical operations remain under the practice’s clinical leadership.
Owner resources
01Benchmarks and dataDefinitions and source limits for owner comparisons.
02Compensation and staffingRole costs and provider capacity. Check hiring assumptions against the budget.
03Payer mix and revenue cycleReview payer contracts and collections. Track process measures that affect follow-up.
04Valuation and successionPrepare for an internal transfer. Separate guidance covers recapitalization and sale planning.
05CalculatorsEditable tools with formulas and assumptions shown.
06DirectoryPublic profiles of OB-GYN groups and related women’s health platforms.
Resources for owners
01Owner white paperspractical frameworks for compensation and staffing, plus payer exposure, valuation, consolidation or workflow improvement.
02Benchmark frameworkformulas and source limitations for internal comparisons.
03Industry statisticsselected public figures with source and edition.
04Guides and checklistspreparation tools for owner discussions and adviser meetings.
05Calculatorseditable scenario tools with assumptions visible.
06Practice directorypublic descriptions, not an endorsement or ownership census.
Ways to work together
01Website subscriptionA practice website is $1 for the first month, then $199 per month, or $299 per month when an exact-match domain is included. Stripe checkout displays the applicable plan, domain availability, and renewal terms before purchase.02AI implementationHyperintelligent maps role-based administrative workflows and builds reviewable workbenches in the practice’s approved environment. Start with a business workflow such as scheduling administration, authorization status, coding documentation support, revenue-cycle follow-up or marketing operations. No clinical decision support or patient advice is offered here.03Growth capital and owner networkOwners can discuss financing options, succession pathways and introductions appropriate to their goals. Any introduction is subject to diligence, eligibility, conflicts review and independent professional advice.
Common questions
All owner Q&A →- Is this a patient resource?
- No. Obstetricians.com is for practice owners and business leaders. It does not provide patient services, clinical guidance or treatment information.
- Are the benchmarks targets?
- No. Public surveys and government data describe defined populations. Use them as context, confirm definitions and compare them with reconciled internal data.
- Can I use the calculators to set a price?
- They produce educational scenarios from user-entered assumptions. They are not an appraisal, fairness opinion, financing commitment or offer.
- Can AI make clinical or coding decisions?
- This site describes administrative workflow support only. A qualified human remains responsible for coding and billing, and for compliance and every clinical decision under practice policy. This site provides general business information for practice owners. It is not medical, legal, tax, accounting, financial, investment or professional advice. Calculators are educational estimates only.
Evidence and corrections
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