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The overwhelming consensus is that doctors should only “be doctors”. Their focus should be on providing high quality care to their patients, and while this is true for specialty groups that employ physicians, it is not the case for those who venture out on their own and start a private practice.
In order to run a practice, a doctor needs to be Chief Executive Officer, Chief Revenue Officer, Chief Marketing Officer, Chief Operations Officer, Chief Financial Officer, and Director of Human Resources. Not only does the practice need to be able to make enough money to cover its overhead expenses, but the doctor also needs to simultaneously stay educated on new procedures and technology, in order to stay on the cutting edge of their field. Typically, one area always suffers, and it is almost impossible to accomplish.
Most doctors are not equipped with all of the tools necessary to run their own practices. We have found that this is especially true with very lucrative Cosmetic, Aesthetics and Skin Care Spaces.
Medical schools in the United States continue to follow a fairly traditional curriculum that includes core science courses and clinical fellowships across a set of medical specialties like internal medicine, surgery, OB/GYN, and pediatrics. Even when business curriculum is taught, it is typically not delivered in the correct format and the information is borderline useless. Students are graduating with major gaps in their knowledge around proper networking techniques, marketing strategies, contract negotiation, management, HR etc.
Doctors in the U.S. are not taught management skills in medical school, and they receive little on-the-job training to develop the skills that will help them run a successful practice. Such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run an efficient and profitable practice.
The same is also true in the field of non-hospital Surgical Centers. These centers are primarily owned by doctors and are wildly mismanaged. With little experience in proper marketing, many of these Surgical Centers are underutilized with plenty of capacity for additional revenue generation.
Selling is also an issue for all our clientele. With little sales training, many times they are regulated to a low- tech sales approach, making the cost of patient acquisition very high, and many times unsustainable.
Many of these Practices and Surgical Centers are in massive debt due to the mistakes of improper management.
FORTIS MEDICAL GROUP, INC. is a leading Medical Management Consulting Firm. We work with top Executives, Doctors, Medical Company CEO’s, and Surgical Centers to help them make better decisions, convert those decisions to actions, and deliver the sustainable success they desire. We are passionate about achieving better results for our clients— results that go beyond financial and are uniquely tailored, pragmatic, holistic and enduring.
We advise company leaders on their most critical issues and opportunities: strategy, marketing, organization, patient acquisition, tax structure-strategy, practice management, advanced analytics, transformations, sustainability, corporate finance, merchant services, software implementation, mergers & acquisitions, human resources — staffing, sales training and implementation, streamlining operations to maximize efficiency. While all our clients are extremely talented Surgeons and providers with very robust practices; they still run their practices like a “mom and pop” shop. Fortis runs every business like a Fortune 500 Company.
We initially find that our clients are not taking advantage of efficiencies, and as a result, the costs associated with operating their business are out of sync with the industry averages. Bottom Line —Doctors are not earning the profits from their practice that they should be. Most practices use the formula Sales – Expenses = Profit. What makes Fortis different is that we utilize Profit as true expense.
That's where we come in . . .
Fortis Medical Group acts as the Medical Practices CEO—CFO—COO—Practice Manager— Marketing Director—Sales Director all wrapped up into one collective. Within 90 days of entering a Practice, our clients actually break even on our fee’s. Within 180 days they are profitable!!! That’s our model. In some cases, with the proper budget in place, we have doubled a practices EBITDA and Revenue by the 1st anniversary of the contract signing. We let the doctor be the doctor, allowing them to do what they do best and are most passionate about. Fortis effectively executes what we do best and are most passionate about running the day-to-day operations of the business.
Fortis Medical Group, through its Surgical Center Management Division operates non hospital surgical centers on behalf of the owners. These centers when managed properly are huge cash flow generators for both us and our clients.
We manage the day to day operations of the center. We also market on behalf of the centers to acquire new doctors to perform their procedures at our locations. With our direct doctor & patient marketing programs, Fortis will market the center to doctors and Medical Practices. We help our clients fill up their underutilized spaces and turn the Surgical Center into a more profitable enterprise for the owners.
Surgical Center Management
– Fortis Medical Group, through its Surgical Center Management Division operates non hospital surgical centers on behalf of the owners.
– These centers when managed properly are huge cash flow generators for both us and our clientele.
– Our Job? We manage the day to day operations of the center. We also market on behalf of the centers to acquire new doctors to preform their surgeries at our locations.
With our direct to Doctor Marketing Program, Fortis will market the Center to Doctors and Medical Practices. We help our clients fill up that excess capacity and turn the Surgical Center into a more profitable enterprise for the owners.