Private practice needs the business education medical school skips
Practice ownership and growthSummary for practice owners
Practice ownership requires operating skills alongside clinical expertise alongside this interview makes that gap the central lesson for independent OB-GYN owners. Curtis Graham reflects on a long career in private practice and says he had not learned enough about management, marketing, staffing, or how to read the business signals that might have shown his practice weakening. His experience is presented as a reason owners should build business fluency before a crisis forces a change in employment. The discussion focuses on practical capabilities: understanding the practice's finances, developing an approach to attracting and retaining patients alongside setting expectations for staff performance. Graham also describes the difficulty of managing people when personal affection makes it hard to address poor performance or end an employment relationship. For an OB-GYN owner, that point connects directly to having clear roles, feedback routines alongside a reliable process for hiring and separation instead of relying on informal judgment alone. Another useful idea is to track whether the practice is growing through operational measures, not just glance at periodic accounting reports. The guest suggests watching the movement of new patients into the practice and former patients' records leaving for other clinicians as one basic signal. The interview also notes that formal business education can be costly and impractical for physicians who need to keep working. Its owner-first value is the reminder to treat management knowledge as part of running a sustainable practice, seek accessible ways to learn it alongside pay attention to staffing and patient-flow indicators early. The tone is reflective: the speaker uses his own experience to encourage owners to recognize business blind spots and make them manageable parts of the job.
Owner takeaways
- 2:40 Build working knowledge of management and marketing into the ownership role.
- 4:18 Review whether limited management capacity is constraining the practice's finances or growth.
- 9:13 Establish fair, clear processes for hiring, performance management alongside separation.
- 10:47 Track new patients and records transferring out as basic growth signals.
Why it made the list
It made the list for its direct, owner-focused account of the business skills behind independent practice sustainability. The video has 31 views.
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This video is published by Kevin Pho, MD on YouTube. Obstetricians.com is not affiliated with the creator, and inclusion is not an endorsement by either party. Watch it on YouTube.