In this episode of The Business of a Clinic, Jared speaks with Teresa Harvey, an osteopath based in Glasgow who has spent 30 years in clinical practice and built a four-clinic osteopathy group in Scotland, which she has recently sold to join a larger MSK group.

Teresa’s journey began in nursing, where she specialised in neuro and spinal care before moving into osteopathy. She explains why she was drawn to a more holistic model of healthcare, how osteopaths think beyond isolated symptoms, and why understanding a patient’s full history can completely change the way care is delivered.

The conversation explores what it really means to manage a patient, not just treat them. Teresa shares why her clinics spend an hour on initial assessments, how they set short-, medium-, and long-term goals, and why expectation-setting is one of the most important skills new clinicians need to learn.

Jared and Teresa also discuss retention, recall, cancellations without rebooking, patient responsibility, scripts for practitioners and reception teams, and why the language of the clinic shapes the patient experience. Teresa explains how her team built a strong community feel, where patients consistently describe feeling listened to, heard, and cared for.

They also go into AI, including AI telephone answering, note-taking tools, and where technology can genuinely improve patient care without making the experience feel robotic. Teresa shares how AI can help clinicians make more eye contact, listen more actively, and reduce administrative friction, while still preserving the human relationships at the centre of care.

Finally, Teresa reflects on the process of preparing for and completing a clinic sale, what made her choose the right group to join, how due diligence felt, and why joining a larger group has helped unlock growth, marketing, HR, legal support, clinic expansion, and new community-based services.

In this episode

• Teresa’s journey from nursing to osteopathy
• Why holistic care changes the patient experience
• Reductionist medicine vs whole-person care
• Why osteopaths often act like healthcare detectives
• The importance of one-hour initial assessments
• Managing patients vs simply treating symptoms
• Setting expectations around recovery timelines
• Why new clinicians need mentoring on patient management
• Retention, recall, and cancellations without rebooking
• How scripts can help teams communicate with confidence
• Making clinic communication feel authentic, not robotic
• Building a clinic culture around trust, values, and community
• Using AI telephone answering without losing the human touch
• AI note-taking and helping patients feel heard
• Preparing a clinic group for sale
• Choosing the right group to join after acquisition
• Due diligence, systems, accounts, and operational readiness
• How joining a larger group supported marketing, HR, legal, and expansion
• Why face-to-face care, touch, trust, and human connection still matter

Key idea

A clinic can become a sellable asset without losing what made it special. The strongest clinics are built on systems, standards, trust, patient communication, and a clear sense of human care.

About the show

The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience. 

In this episode of The Business of a Clinic, Jared speaks with Tim Allardyce, UK-based physiotherapist, osteopath, founder of Surrey Physio Group, and clinical director of Rehab My Patient.

Tim’s story moves from private practice and clinic ownership to software, AI, property, NHS work, and most recently, summiting Mount Everest. He shares how a chance meeting with a Sherpa in Scotland planted the idea of Everest, why it took years of preparation, and what climbing at altitude teaches about discipline, resilience, and preparation.

The conversation then moves into the business of MSK. Tim explains how he started his first clinic after failing to find the right job, why his entrepreneurial mindset began long before healthcare, and what it really feels like to build, buy, grow, and survive clinics over time.

Jared and Tim discuss the hard parts of clinic ownership: landlords, leases, staff betrayal, sleepless nights, buying property, building senior teams, and learning how to move from doing everything yourself to building infrastructure that can scale.

They also go deep on technology and AI in physiotherapy. Tim explains how Rehab My Patient evolved into an AI-powered exercise prescription platform, where AI is genuinely useful today, where the hype gets ahead of reality, and why private practice physiotherapy is still fundamentally safe because patients still want human care, human touch, and human judgement.

In this episode

• How Tim went from physiotherapist to clinic owner
• The story behind summiting Mount Everest
• Why Everest takes years of preparation
• Starting a clinic after failed job applications
• The mindset behind becoming the boss
• The realities of buying and growing clinics
• Landlords, leases, property, and clinic ownership risk
• Why Tim started buying clinic premises
• Moving from chaos to stability as a clinic owner
• Why “it’s always something” in healthcare business
• Building a senior team that reduces founder stress
• Hiring the right managers and trusting the right people
• The rise of private equity in physiotherapy
• Building Rehab My Patient
• AI-powered exercise prescription
• Where AI is useful in physiotherapy today
• Why AI still needs human checking
• The risks of AI receptionists and broken booking flows
• Why private practice physio is not being replaced by AI
• What Tim would do differently if he started again

Key idea

Clinic growth is not just about more sites, more patients, or more technology. It is about resilience, infrastructure, people, property, systems, and knowing where human care still matters most.

About the show

The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience. 

Can a dental practice owner sell part of their business without surrendering its culture, identity or day-to-day control?

In this episode of The Business of a Clinic, Jared Aron speaks with Mark Aichroth, co-founder and CEO of DeNovo Dental Partners, about a different model for dental consolidation: shared ownership.

Mark’s career has taken him from 10 years as an officer in the British Army to hospital administration with Humana and HCA, health insurance, the early team at Circle and, eventually, dental acquisitions. Those experiences shaped his belief that healthcare businesses work best when clinicians have genuine ownership and influence.

Mark explains how DeNovo grew to 16 practices, approximately £24 million in revenue and more than 300 employees. He breaks down how its partnership structure works, including its combination of cash and parent-company shares, incentives for EBITDA growth and the balance between practice autonomy and financial accountability.

Jared and Mark also discuss why the traditional “buy, combine and sell” rollup model is becoming less effective, why simply acquiring more practices is vanity without operational growth, and how shared ownership can improve culture, succession and staff retention.

They cover:

•  How military leadership translates into healthcare 
•  Earning trust and credibility with clinicians 
•  Building a dental group from an idea 
•  The economics of shared ownership 
•  Why dentists resist top-down consolidation 
•  Practice autonomy and EBITDA accountability 
•  Shared services and dentist-led knowledge sharing 
•  Staff ownership and retention 
•  Measuring clinical excellence 
•  What makes a dental practice attractive to DeNovo 
•  The importance of chemistry during an acquisition 
•  DeNovo’s ambition to grow beyond 100 practices 
•  AI, digital imaging and the future of dentistry 

A conversation for dental practice owners, healthcare entrepreneurs, investors and operators looking for a more durable way to build healthcare groups.

In Episode 45 of The Business of a Clinic, Jared Aron, founder of Coherent, explores why the business side of healthcare is still so operationally fragile.

Jared begins with a story from his own clinic: four separate systems, none of them speaking to each other, and a senior team member spending days every month tying everything together in Excel. From there, he explains why this is not a small-clinic problem — even sophisticated healthcare providers are still running major parts of the business through exports, spreadsheets, and manual reconciliation.

The conversation then turns to the front desk. Jared reflects on the mistake many clinic owners make: assuming the front desk is a single role, when in reality it becomes 50 or 60 jobs at once. Reception, hospitality, stock checks, social media, cancellation recovery, patient follow-up, and diary management all get layered onto the same team — then owners wonder why patients slip away.

Jared and Sean also discuss why “we have a system” often falls apart after a few follow-up questions, why operational gaps get worse as clinics scale from one site to many, and why durable revenue growth depends on more than simply increasing marketing spend.

Later, Jared explains the thinking behind The Business of a Clinic community, why healthcare needs more space to discuss operations and commercial infrastructure, and how Coherent Engage differs from a CRM, a Mailchimp-style automation tool, or an AI receptionist.

The episode closes with a discussion on AI doctors, AI receptionists, and the future of patient support. Jared’s view is clear: the goal is not to remove the human from healthcare. The goal is to remove the administrative bloat around them, so humans can spend more time doing what matters — serving patients with empathy, judgement, and continuity.

Healthcare is in the middle of an AI gold rush.

AI receptionists, AI doctors, AI agents, automated workflows — everyone is racing to move faster, automate more, and do more with data.

But healthcare is different.

Patient data is not just behavioural data. It is medical history, vulnerability, access to care, and trust. That makes security, governance, and accountability far more important than many people realise.

In this episode of The Business of a Clinic, Sean speaks with Bharat Reddy, CTO of Coherent Healthcare (CoherentHQ.com), about AI, cybersecurity, patient data, and what healthcare can learn from bank-grade security.

Before joining Coherent, Bharat was VP of Security Architecture at Morgan Stanley, where his role was to think like an attacker before the attacker arrived: reviewing systems, data flows, weak points, and the potential consequences of failure.

That lens is becoming essential in healthcare.

Sean and Bharat discuss legacy systems, siloed patient data, AI regulation, data sovereignty, the NHS and Palantir debate, vendor risk, and what clinic leaders should ask before trusting any AI tool with patient information.

The core message of the episode is simple:

AI in healthcare cannot just be powerful.

It has to be secure, auditable, accountable, and built with the minimum data necessary.

In this episode of The Business of a Clinic, Jared speaks with Cameron Tudor, physiotherapist and founder of West London Physio, about what really happens when a clinician becomes a clinic owner.

Cameron’s journey spans private practice in Australia, locum work in the NHS, building a clinic from one patient and one phone call, scaling to four clinics and around 50 staff, and later returning to a more focused single-clinic model.

The conversation explores the hidden operational reality behind clinic growth: leases, personal guarantees, reception, bookkeeping, hiring, burnout, systems, checklists, patient follow-up, and the uncomfortable shift from being the clinician to becoming the entrepreneur.

Jared and Cameron discuss why healthcare often has a logistics problem, not a clinical problem, and why efficiency should not be seen as cold cost-cutting. Done properly, efficiency allows clinicians to focus on care, gives patients a more consistent experience, and helps the business become more sustainable.

They also unpack what breaks when clinics scale, why centralising culture too quickly can backfire, how SOPs and checklists protect the patient journey, and why clinic owners need to listen before trying to impose change.

The episode closes with Cameron’s view on the future of MSK: rising patient demand, growing pressure on public systems, clinical care remaining deeply human, and the front desk evolving from admin processing into concierge-style patient support.

In this episode

• Cameron’s journey from physio to clinic owner
• Starting a clinic with one patient, one phone call, and a major lease liability
• Why clinicians are often forced to become entrepreneurs
• The hidden jobs clinic owners inherit: receptionist, accountant, marketer, operator
• Why burnout forces clinic owners to think in systems
• How SOPs and checklists create consistency
• Why efficiency is better care, not just cost control
• Who should own patient follow-up and recall
• Why clinicians often resist admin-led follow-up
• The tension between healthcare and “sales”
• What ethical selling looks like in private healthcare
• What breaks when scaling from one clinic to multiple sites
• Why listening matters when acquiring or integrating clinics
• The future of MSK and private practice
• Why the front desk may become more concierge than admin

Key idea

Clinics do not break because the clinical care is poor. They usually break because the systems around the care are not strong enough to scale.

About the show

The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience.

Jared Aron speaks with Dale J. Atkinson, founder of Clear Signal Partners, patient advocate, entrepreneur, and writer of The Life Organic.

Dale shares his personal experience of receiving a terminal cancer diagnosis, navigating the healthcare system, building a care team around him, and learning how much communication, coordination, trust, and self-advocacy matter when the patient journey becomes complex.

Jared and Dale discuss what it means to become “CEO” of your own health journey, why patients often struggle to tell clinicians what they are doing outside standard care, how misinformation can pull vulnerable patients into dangerous online rabbit holes, and what healthcare providers can do to create safer, more supportive patient relationships.

They also explore AI in healthcare, AI doctors, ambient scribing, human oversight, regulation, and why the future of healthcare should not be built around efficiency alone.

Disclaimer: The views expressed are the guest’s own. This conversation reflects personal experience only and is not medical advice. Always consult a qualified clinician before making treatment decisions.

In this episode:

• Dale’s personal experience as a patient and patient advocate
• Why patients need better support outside the clinic room
• The communication and coordination burden placed on patients
• Why patients do not always disclose what they are doing outside standard care
• The risk of online medical misinformation
• AI doctors, ambient scribing, and human oversight
• Why great patient care is also great business

In this episode of The Business of a Clinic, Jared Aron speaks with Tim Wright, CEO and founder of Zoes, about the future of health tech, clinic tech, AI, and private healthcare.

Tim has worked across the healthcare ecosystem as a physiotherapist, in elite sport, as a clinic founder, through acquisition, and now as an advisor and commercial partner to health tech, digital health, med tech, and clinic tech companies.

Together, Jared and Tim explore what is changing in healthcare right now, from GLP-1s and neurodiversity to hybrid care models, AI, patient engagement, and the operational systems clinics need to run better businesses.

They also discuss why selling into healthcare is so difficult, why trust and governance matter so much, and why even great products can fail if they are not ready for the realities of healthcare go-to-market.

The conversation also goes deep into clinic operations: why many clinics have valuable data they are not using, why clinicians are often forced to become business owners without being trained for it, and why the future of clinic growth is not just better technology, but technology that makes the patient experience more human.

For clinic owners, operators, founders, and healthcare leaders, this episode is a practical look at where private healthcare is heading next — and what it will take to build clinics that are more efficient, more profitable, and better for patients.

This video is about Event multicam projectWhat really drives the value of a clinic, what quietly erodes it, and what it takes to sell well? We brought together clinic founders, operators and the buyers and financiers who assess clinics for a living, for an honest evening on building a practice worth buying.

Recorded live at The King's Fund, Cavendish Square, London.

Panellists:
 Simon Devane, CEO, Pure Sports Medicine
 Andrea Agnolio, Co-CEO & COO, Skingevity
 Joëlle Rotsaert, Founder, Injectual
 Enrico Ghio, Co-CEO & CFO, Skingevity
 Stephanie Demetriou, CEO, NAMMA Studio
 Shaima Villait, Co-Founding Partner, Chelsea Medics
 Hosted by Jared Aron, with an opening from Thandi Rose (Coherent)

What you will learn:
 The difference between being patient-obsessed and customer-obsessed, and why it shows up at the end of the month
 Hiring and culture: why founders hire on "vibes", and how one bad apple can undo a team
 Greenfield versus acquisition, and what it really takes to integrate a clinic you have bought
 Why exit preparation should start two to three years out, and how to reduce dependence on the lead practitioner
 How buyers actually value a clinic: EBITDA multiples, recurring revenue, growth and concentration risk, and why intangibles show up in the numbers
 Reducing uncertainty and friction in a deal, keeping your data clean, and the real post-sale experience
 Coherent's "leak stoppers": the Sarah versus Sara data problem, why outreach needs to be 10x not 10%, and why the front desk is not a sales desk

Chapters:
 00:00 Welcome
 01:45 Why this room matters
 07:30 Live audience poll: the pipe check
 08:20 Panel 1: Operations, building a clinic worth buying
 41:35 Panel 1: audience Q&A
 53:20 Break
 53:37 What the room told us: poll results
 59:25 The better playbook for clinic growth
 1:08:30 Panel 2: The Sale, what actually moves value at exit
 1:36:35 Panel 2: audience Q&A
 1:42:25 Closing thoughts and community
 1:45:50 Live demo: AI and human patient coordination

Coherent helps clinics grow and run better. Learn more: https://coherenthq.com

Join our next event: https://coherenthq.com/events
Join our LinkedIn group for clinic owners: https://www.linkedin.com/groups/17504048/
Listen to our podcast, The Business of a Clinic, wherever you get your podcasts.

#ClinicOwners #ClinicGrowth #HealthcareLeadership #ExitStrategy #PrivateHealthcare #Aesthetics #Physiotherapy #Dentistry

In this episode of The Business of a Clinic, Jared Aron speaks with Dr. Geoff Gamble, chiropractor and co-founder of Niagara Health Rehab Center, a large multidisciplinary rehab clinic in Canada.

Geoff shares the honest story of how NHRC grew from four practitioners and 4,000 square feet into a much larger clinic team — but not in a straight line.

After several years of organic growth, the clinic hit a difficult breaking point. Staff turnover reached 85%, growth flatlined, the business started to regress, and Geoff and his team were even considering closing the clinic.

What changed was the way they looked at the business.

Geoff talks about the transition from clinician to clinic entrepreneur, the mistake of assuming the clinic would “run itself,” and the importance of learning business fundamentals: P&Ls, metrics, utilization, hiring, culture, and patient reactivation.

He also shares how the pandemic became an unexpected reset point for NHRC, helping the team rebuild operations, rethink staffing, and create a more scalable business. Since then, the clinic has quadrupled gross revenue and significantly expanded its team.

This conversation is especially relevant for clinic owners, MSK leaders, chiropractors, physiotherapists, and healthcare entrepreneurs who are trying to move from being the main practitioner in the business to becoming the leader of a clinic that can grow without depending entirely on them.

In this episode, Jared and Geoff discuss:

• Why early clinic growth can hide weak business foundations
• The reality of going from clinician to entrepreneur
• How 85% staff turnover forced NHRC to rethink the business
• Why Geoff nearly burned out as the main revenue driver
• The danger of building a clinic that depends too heavily on the owner
• What clinic owners need to understand about P&Ls, metrics and utilization
• Why culture, hiring and communication became central to the turnaround
• What should stay in-house versus what can be outsourced
• Why patient reactivation is both a revenue problem and a care problem
• How NHRC approached a cold list of around 18,000 patients
• Why “having a process” does not always mean the process is working
• The challenge of letting go of control as a clinic owner
• What Geoff wants to improve next as NHRC continues to grow

This episode is a practical look at what it really takes to rebuild a clinic business: not just better marketing or more practitioners, but better systems, stronger leadership, clearer metrics, and a deeper understanding of the patient journey.

Guest: Dr. Geoff Gamble, Niagara Health Rehab Center
Host: Jared Aron, Founder of Coherent

The Business of a Clinic is a podcast about the business, operations, growth, and patient experience side of running modern private healthcare clinics.