Let’s say that you’re the CEO of a hospital with fifty or five hundred employed physicians. Who’s your competition? The hospital five miles down the road?

Hospitals are focusing their hard and few-earned dollars exactly where it counts, spending big bucks on the physician executives who will surely rescue them from nosocomial existential syndrome: chief officers of this or that trendy trend.

One thing’s for certain, it will be no more walk in the park for the seven defendants convicted for their roles in a bribe and kickback scheme.

Depending on the circumstances, there might be ways to legally structure deal participation on the part of referring physicians. On the other hand, some deals just stink from the start. The problem, of course is determining which is which.

Just like your leg bone is connected to your knee bone, many of your contracts are connected to each other even though you might not readily know it. You can obtain significant leverage by making sure the agreements are coordinated.

Do you know this key to negotiation? The key that will open the door to a done deal, a deal that delivers on your wants?

A physician raises honest criticism or files a heartfelt complaint concerning another member of the medical staff or another member of her group. She’s fired.

If you were going to sell your house, you’d make sure that it’s put into decent or even prime shape before listing it, right?

Alchemists struggled without success for centuries attempting to turn lead into gold.

I recently attended a continuing legal education seminar. From a purely legal standpoint, the models made sense. However, from the practical standpoint, one apparently lost on the presenter, the structures were unfinanceable.