Practice Management Consulting

Most practices do not lack ideas about what should improve. What they lack is the capacity to carry improvement through while continuing to see patients. Initiatives get announced, momentum fades, and the organization concludes that change is not realistic here.

Practice management consulting addresses that directly. Consultants work alongside the existing leadership team to implement operational change, rather than delivering recommendations and leaving the practice to find the time.

Problems this work is built to solve:

• Workflows that have accumulated steps nobody can now justify
• Revenue cycle performance that needs hands-on correction, not another report
• Front office and scheduling processes that limit access and frustrate patients
• Staffing structures that no longer match how the practice actually operates
• Leaders promoted for clinical or administrative excellence without being prepared for management
• No agreed measures, so nobody can say whether performance is improving
• Change efforts that stall once the initial enthusiasm passes

• An assessment or internal review has produced recommendations and they are not moving
• The practice is growing and informal processes have stopped scaling
• Revenue cycle or front office performance needs sustained attention rather than a one-off fix
• A leadership change has left gaps in day-to-day management
• Leadership wants measurable accountability introduced without adding executive headcount
• Previous improvement attempts have not held

Consulting covers operational improvement, workflow optimization, revenue cycle improvement, front office performance, scheduling optimization, staffing and organizational structure, leadership development, KPI and dashboard development, policy and procedure development, performance improvement initiatives, and change management.

Work is scoped to what the organization needs. A practice may engage support across the full range, or on a single area such as revenue cycle or scheduling, without committing to a wider program.

• Assess. Establish how the process actually runs today, including the workarounds that have become routine.
• Advise. Agree the specific changes to make, in what order, and what success will be measured by.
• Execute. Implement alongside the team, with defined actions, owners, milestones and outcomes rather than a handover document.
• Improve. Establish KPIs, dashboards and written procedures so the improvement survives after the engagement ends.

The emphasis throughout is on practical solutions that create lasting operational improvements without unnecessary complexity.

• Documented workflows that reflect how the practice should actually operate
• Revenue cycle and front office processes with clear ownership
• Staffing and organizational structure matched to real demand
• Leaders equipped to manage performance, not only supervise activity
• KPIs and dashboards that make performance visible to the whole leadership team
• Written policies and procedures so improvements outlast the people who introduced them

This work suits organizations ready to improve operations, increase efficiency, strengthen accountability and achieve measurable results. See how it applies to medical practices, physician groups, and start-up medical practices.

Where it is not yet clear which operational problems matter most, a practice assessment establishes the baseline first. Where the underlying question is one of direction or ownership rather than execution, strategic advisory services are the better starting point.

I have partnered with Phil and his Pullum Advisory Group on several key operational initiatives, including developing our remote physician engagement strategies and navigating complex PA/RA staffing and compensation models. He doesn’t just offer abstract advice; he provides actionable, data-backed solutions that have significantly streamlined our operations.

Dan Cohen, MD
Managing Partner, RIC, LLP

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