Institutional Advisory
Situations We Solve
Most organizations do not go looking for an advisory firm. They go looking for help with one specific situation. These are the ones we are built for.
A Disruptive but High-Value Physician
Conduct complaints from staff, patients, or peers, attached to a clinician the service line cannot easily replace. The organization needs the conduct addressed and the physician retained, and those two goals are usually handled by different departments that do not talk.
An Executive Under Board Scrutiny
A leader whose performance, judgment, or relationships have become a board-level topic. The wrong move accelerates a departure the organization cannot afford, and the right move is rarely obvious from inside the room.
A Compensation Impasse
A physician group or an individual clinician and a health system stuck on a compensation model neither side will move on, with unresolved business and legal questions and the working relationship deteriorating while the letters go back and forth.
A Stalled Strategic Plan
A plan that was approved and then stopped moving. We examine the plan's assumptions, available resources, stakeholder alignment, and responsibility for execution.
A Contested or Approaching Succession
A founding partner exiting, a leadership vacuum, or a succession the group cannot agree on, where the governance documents do not resolve what the relationships will not.
When to Call
Earlier than feels necessary. Every one of these situations is cheaper, quieter, and more reversible in the first month than in the sixth. By the time a situation is unavoidable it is usually also expensive.
Frequently Asked Questions
When should a hospital engage physician mediation support?
As soon as the issue is affecting operations, physician culture, or the organization’s ability to move forward. The earlier the intervention, the more room there is to stabilize the situation without escalating to a formal grievance, a public dispute, or a forced exit.
How can a board address a disruptive but high-value physician?
By separating the performance and conduct questions from the compensation and retention questions. Boards need a clear fact pattern, a realistic assessment of the physician’s value, and a decision framework that does not overreact to the symptoms while underreacting to the risk.
What happens when a compensation dispute reaches an impasse?
The real risk is not only the dollar number. It is the erosion of trust, the delay in decision-making, and the damage to the working relationship while both sides keep waiting for the other to move. At that point, a structured process can restore discipline and reduce the cost of an unproductive standoff.