Before you fix the practice, understand what's really happening.
A focused review of the financial and operational side of the practice designed to identify strengths, trouble spots, and the issues most worth addressing first.
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A clearer picture of the business behind the medicine.
Financial visibility
How revenue flows through the practice, where costs are concentrated, and whether financial reporting is giving the owner useful decision support.
Operating performance
Where structures, processes, accountability, capacity, or workflow may be creating unnecessary friction.
Owner priorities
What the owner is trying to accomplish—better performance, healthier growth, less dependence on the owner, or preparation for a future transition.
Find the issue that can create momentum.
Phillip's approach is to identify the real issue rather than automatically prescribe a package. The first priority is often the area where a meaningful improvement can be made quickly enough to create momentum.
From there, the work can expand only where the practice actually needs it.
Not sure what's wrong? That's a perfectly good place to start.
You do not need to diagnose the practice before asking for help.
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