『Before You Sell, Get Your House in Order: What Physician-Led Practices Must Do to Maximize Value and Protect What They’ve Built』のカバーアート

Before You Sell, Get Your House in Order: What Physician-Led Practices Must Do to Maximize Value and Protect What They’ve Built

Before You Sell, Get Your House in Order: What Physician-Led Practices Must Do to Maximize Value and Protect What They’ve Built

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Send us Fan MailBefore You Sell, Get Your House in Order: What Physician-Led Practices Must Do to Maximize Value and Protect What They’ve BuiltFeaturing Robert Howell, President and Founder of H2M Strategies Inc.You’ve spent years building your practice. You know the patients, the referral relationships, the people, and the work it takes to keep everything running.But when a buyer starts asking questions, knowing your practice is valuable and proving it are two different things.Where are the documented processes? What do your patient retention numbers show? Do your policies reflect what actually happens? And can the organization keep performing without the founding physician holding everything together?In this episode of TouchPoints: Moments that Matter in Healthcare, host Melissa Gilkes-Smith welcomes Robert “Rob” Howell to discuss closing the gap between the practice a physician believes they have built and the business a buyer can verify. The focus is on preparing before due diligence, not scrambling to explain operational weaknesses after a potential buyer discovers them. A profitable practice is not automatically a sale-ready practiceThe conversation begins with the “willpower organization”: a practice that runs on the founder’s energy, personal relationships, and institutional knowledge.What happens when the physician is the only person who understands how the business works? What happens when referral relationships belong to the individual rather than the organization? What happens when critical processes depend on someone remembering what to do instead of a system others can follow?Melissa and Rob explore founder dependency, operational transferability, and the questions these issues raise during a transaction. At the center of the discussion is a distinction: Have you built an organization that can sustain its performance, or one that requires you to keep making it work? Patient experience belongs in the valuation conversationPeople often discuss patient experience as a satisfaction initiative. This episode examines it as part of the infrastructure behind a practice’s value.Melissa connects her Nine Pillars of Patient Experience Framework to the consistency, documentation, and repeatability of the patient journey. Together, she and Rob explore what it means when patients receive a reliable experience across providers and locations, rather than an experience that depends on who happens to be working that day. The discussion also considers online reputation, patient loyalty, and referral relationships. What might review patterns reveal beyond a star rating? How are referral relationships documented and maintained? And how much of the practice’s reputation is supported by organizational systems rather than the founding physician’s personal network?These questions bring patient experience into a broader conversation about what the practice can demonstrate, and what can continue through a change in ownership. Documentation must reflect the practice people actually experienceA policy binder is not the same as a well-run organization.Melissa and Rob examine standard operating procedures (SOPs) across clinical workflows, scheduling, patient intake, billing, referral management, and staff onboarding. The discussion goes beyond whether these documents exist to ask whether staff use them, whether training supports them, and whether they accurately describe daily operations. They also explore policies and procedures through the lens of compliance, accountability, and buyer confidence. A policy that promises a response to patient complaints within 24 hours tells one story. A practice that routinely takes five days tells another.That gap between written expectations and lived experience connects organizational culture, patient experience, and readiness to transact. The episode asks how leaders can identify and address those gaps before they become part of a buyer’s assessment. The financial story needs operational supportThe conversation turns to the systems behind the numbers, including earnings quality, payer mix, revenue cycle performance, and management depth.Melissa and Rob explore what denial rates, aging accounts receivable, and billing processes may reveal about the way a practice operates. They also consider the role of a capable operational leader and whether the business can function without the physician as its only real manager.Rather than treating financial performance as separate from patient experience, this discussion connects both to the processes, people, and accountability structures supporting the practice. Preparing before the buyer arrivesFor physician-owners considering a sale in the next two to five years, the episode explores how to approach preparation deliberately. The conversation considers an initial assessment, prioritization, and the sequencing of patient experience improvements, SOP documentation, policy updates, and financial preparation ...
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