OB-GYN Practice Owner Guides
16 guidesFifteen in-depth guides for OB-GYN practice owners and partners on selling, succession, capital, contracts, plus operations. Each guide is educational and is not legal, tax, financial or clinical advice.
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, but those benefits depend on a.GuideAssessing a laborist or OB hospitalist arrangementA laborist or OB hospitalist arrangement changes how an OB-GYN practice covers hospital work, allocates professional revenue, and supports continuity with the hospital.GuideBuilding a data roomA data room gives an OB-GYN practice a reliable way to document its ownership, finances, contracts, workforce records, plus operating responsibilities to a buyer.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, how the practice relates to hospitals.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 in the buyer's future.GuideEvaluating an earnout proposalAn earnout makes part of a practice sale price contingent on results after closing. For an OB-GYN practice, that can bridge a gap between what owners believe the.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. The decision affects who.GuideNegotiating hospital call coverage and stipendsHospital call can protect access to obstetric services, but it also consumes physician time, constrains scheduling, and exposes a practice to uncompensated work if.GuideOB-GYN coding and reimbursement: an owner’s operating playbookCoding and reimbursement connect clinical business activity with payer rules and cash management. Owners do not need to code individual encounters themselves. They do.GuidePreparing an owner compensation analysisOwner 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. An owner may be paid for.GuidePreparing for lender diligenceLender 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.GuidePreparing for owner retirementRetirement from an OB-GYN practice is a business transition as much as a personal milestone. An owner may be stepping away from clinical work, management, ownership, or.GuidePreparing to sell an OB-GYN practiceSelling an OB-GYN practice is a business, ownership, and career transition that rewards preparation before a buyer reviews the books. Owners who agree on goals.GuideRecruiting and retaining physicians and midwivesFor an OB-GYN practice, recruiting is an operating discipline, not a last-minute response to a resignation or a full schedule. The work begins with a credible picture of.GuideReviewing a management services agreementA management services agreement can give an OB-GYN practice access to staffing, technology, billing support, facilities, and purchasing scale while leaving clinical.GuideSuccession and associate buy-inSuccession in an OB-GYN practice is a business continuity project that joins clinical capacity, leadership, ownership, and liquidity without assuming they must change.