Owner Resource Library

Owner white papers

• OB-GYN Operating Benchmarks: A Practice Owner’s Guide: Public material from MGMA provides a useful map of the questions a serious peer comparison should cover.
• OB-GYN Compensation Models and Owner Economics: Compensation in an obstetrics and gynecology practice is an allocation decision across three distinct claims on practice cash: payment for clinical labor, payment for nonclinical responsibilities, and return on ownership capital and risk.
• OB-GYN Practice Outlook: Workforce, Demand, and AI Operations: OB-GYN practice ownership is shaped by a tension between durable need for women’s health services and the difficulty of converting that need into reliable capacity and margin.
• OB-GYN Payer Mix and Reimbursement: An Owner’s Field Guide: For an independent obstetrics and gynecology practice, payer mix is not simply a pie chart of insurance cards.
• OB-GYN Private Equity Consolidation: What Practice Owners Should Understand: Private equity can give an obstetrics and gynecology practice liquidity, operating support, capital for expansion, and a path to combine with other groups.
• OB-GYN Staffing Models, Recruitment, Retention, Labor Cost, and Productivity: An Owner’s White Paper: OB-GYN staffing is an operating model choice, not a headcount exercise.
• OB-GYN Practice Valuation and Succession: An Owner’s Guide: An OB-GYN practice is worth what a qualified buyer can acquire and sustain, after paying for the clinical work, management, facilities, as well as other resources required to preserve its cash flow.

Owner guides

• Adding ultrasound and ancillary service lines: Adding ultrasound or another ancillary service can improve access, keep more work within the practice, and create a new source of revenue, but those benefits depend on a sound operating model.
• Assessing a laborist or OB hospitalist arrangement: A laborist or OB hospitalist arrangement changes how an OB-GYN practice covers hospital work, allocates professional revenue, and supports continuity with the hospital.
• Building a data room: A data room gives an OB-GYN practice a reliable way to document its ownership, finances, contracts, workforce records, plus operating responsibilities to a buyer, lender, prospective partner, or successor.
• Comparing strategic and sponsor buyers: For owners of an OB-GYN practice, a sale is a decision about more than headline price.
• Evaluating a private equity offer and rollover: Selling an OB-GYN practice to a private equity backed platform can combine a sale of business assets with continued employment and an investment in the buyer's future.
• Evaluating an earnout proposal: An earnout makes part of a practice sale price contingent on results after closing.
• Hospital employment versus staying independent: For an OB-GYN practice owner, a hospital employment offer is both a compensation proposal and a redesign of the practice’s operating model.
• Negotiating hospital call coverage and stipends: Hospital call can protect access to obstetric services, but it also consumes physician time, constrains scheduling, and exposes a practice to uncompensated work if responsibilities are vague.
• OB-GYN coding and reimbursement: an owner’s operating playbook: Coding and reimbursement connect clinical business activity with payer rules and cash management.
• Preparing an owner compensation analysis: Owner compensation is one of the most consequential numbers in an OB-GYN practice, yet it is often discussed as if it were a single salary.
• Preparing for lender diligence: Lender diligence is the process through which a bank or other financing source checks whether an OB-GYN practice can support the requested debt and whether its ownership, cash flows, contracts, and assets are understandable enough to lend against.
• Preparing for owner retirement: Retirement from an OB-GYN practice is a business transition as much as a personal milestone.
• Preparing to sell an OB-GYN practice: Selling an OB-GYN practice is a business, ownership, and career transition that rewards preparation before a buyer reviews the books.
• Recruiting and retaining physicians and midwives: For an OB-GYN practice, recruiting is an operating discipline, not a last-minute response to a resignation or a full schedule.
• Reviewing a management services agreement: A management services agreement can give an OB-GYN practice access to staffing, technology, billing support, facilities, and purchasing scale while leaving clinical practice with its owners.
• Succession and associate buy-in: Succession in an OB-GYN practice is a business continuity project that joins clinical capacity, leadership, ownership, and liquidity without assuming they must change hands at once.

Calculators

• AI workflow ROI
• Ancillary / ASC service line model
• Collections per provider
• Exit readiness score
• New provider hiring economics
• No-show revenue exposure
• Practice overhead ratio
• Payer mix impact
• PE vs hospital vs internal sale
• Practice valuation range
• Staffing ratio and cost
• Succession buy-in / buyout
• Succession timeline planner

Benchmarks, data and checklists

• Benchmarks
• Industry statistics
• Owner checklists
• Owner questions and answers
• Glossary of 300 owner terms
• Infographics

Directories

• Practice directory
• Service provider and vendor directory
• Accredited residency and fellowship programs

Continuing medical education

• CME requirements by state
• Board certification and continuing certification
• CME providers

Videos

• Top 100 videos for practice owners

Questions or a resource you would like to see? Contact richard@doctorsinvestorclub.com.