Wisdom. Applied.

When you’re negotiating for any agreement, any deal, especially one that is creating an ongoing relationship, which is the hot molten center of services agreements such as exclusive contracts, you not only want to, but you need to, play to human cognitive biases in establishing that relationship.

Few doubt that things need fixing in healthcare. But many, from DIYer docs to industry leaders, suffer from being inside an echo chamber.

Some laws derive from morality and others are purely the result of politicking and protectionism.

Medical groups don’t usually collapse because their revenue dropped 3% last quarter. They collapse because someone, usually someone important, disappears, and no one bothered to think about what happens next.

In healthcare deals, one bad partner—or one bad flip—can end the game.

Is your medical group’s bank just holding your money—or helping you grow? Strategic banking relationships can unlock leverage, improve deal flow, and strengthen your group’s financial position.

The No Surprises Act wasn’t about patients. The fine print told a different tale: it was an insurer-protection law.

The law isn’t physics—it’s power, people, and positioning. For physicians and medical groups, the best legal outcomes start with smart planning.

Contracts in healthcare are built like block towers—each deal-point matters. Remove the wrong one, and the entire structure may collapse.

Dogs wag their tails. Humans do too—just not the same way. In negotiations, your counterpart is sending signals you might be missing. Learn how to spot the “tail tells,” control your own, and use them to your advantage.

Most healthcare negotiations fail before they begin—because leaders don’t prepare. Learn how physician groups can approach contract talks like elite athletes: with strategy, rehearsal, and a winning mindset.

Non-Competes After the FTC’s Pivot: A Balancing Act for Medical Group Leaders by Mark F. Weiss

FTC ditches a full non-compete ban, but healthcare employers still face targeted crackdowns. Physician groups, take note.

Even the strongest physician-hospital relationships are transactional. Survival depends on diversification, not loyalty myths.

Several years ago, it would’ve been difficult to write too much about the strategy of responding to an RFP, i.e., a request for proposal, for physician services. Today, however, with an extreme shortage of physicians, RFPs are not so much a thing.

$500 Million in Alleged Phony Charges and the Dangers of Medical Directorship by Mark F. Weiss

Some models were once useful, but no longer are. How’s the “reliant on Medicare”, or even the “reliant on commercial payors”, model working out for you?

Your business exists and interfaces on multiple planes and, therefore, the far smarter approach is to explore and adopt protection on each.

Out of state and still billing for in-person care? A physician submitted claims while vacationing in Hawaii—and now faces criminal sentencing and a $500k civil payout.

Deals involving management services agreements, consulting contracts, or similar structures can appear completely legal at first glance. But dig deeper, and they might turn out to be elaborate covers for kickbacks or bribes.

The majority of healthcare fraud schemes center on fraud perpetrated by physicians, but what about schemes orchestrated to victimize physicians?

It’s been said that people read published lists of disciplined fellow professionals out of a sense of schadenfreude, the pleasure derived from another’s misfortune.

Although dollars are a lubricant, the real issue is freedom or optionality.

Bureaucratic sorts are drawn to numbers because numbers can be gathered and processed and manipulated, all with the goal of lifetime employment for those bean counters.

Certainly, Oregon is a small state in terms of medical practice, but what’s happened in Oregon could, and some say will, spread across the country.