The tension between financial and operational divisions of a fertility center.

Examples that look good (or bad) in a financial model, but then have good (or bad) consequences in operations.

Certain elements of operations that served the clinic, but not the patient.

When staff needs are at odds with patient needs, and the trade-offs that need to be solved for. 

CARE’s HR machine and the concept of necessary, if not immediately efficient, redundancy.

The mass retirement of physician CEOs, and what that means for the fertility field as they are replaced by business people without medical degrees