Off the Chart: A Business of Medicine Podcast

Medical Economics

Off the Chart: A Business of Medicine Podcast features lively and informative conversations with health care experts, opinion leaders and practicing physicians about the challenges facing doctors and medical practices. New episodes release every Monday and Thursday morning. Brought to you by Medical Economics and Physicians Practice. Off the Chart: A Business of Medicine Podcast Staff Hosts: Keith Reynolds, Austin Littrell Contributors: Chris Mazzolini, Todd Shryock, Richard Payerchin, Keith Reynolds, Austin Littrell Inquiries: Please email Hosts Keith Reynolds (kreynolds@mjhlifesciences.com) or Austin Littrell (alittrell@mjhlifesciences.com) with feedback, questions, guest suggestions and more.

  1. From hello to hired, with Trent Cotton of iCIMS

    1d ago

    From hello to hired, with Trent Cotton of iCIMS

    Health care hiring is in a strange place. Clinical job applications jumped 10% at the start of 2026, yet the gap between open positions and actual hires keeps widening, a sign that getting candidates in the door is only half the battle. In this episode, Medical Economics Managing Editor Todd Shryock speaks with Trent Cotton, head of talent insights at iCIMS, about what the data reveals and what physician practices can do with it. Cotton explains why so many candidates drop out between the application and the offer, how smaller practices can out-recruit enterprise hospital systems by competing on candidate experience and why pay transparency in a job posting keeps the hiring funnel clean. He also digs into the friction that drives applicants away, the two factors that most influence whether staff stay and where AI genuinely belongs in hiring, from automated scheduling to the conversations that should always stay human. Music Credits:Steady State of Mind by Yigit Atilla - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:26 | Sponsor message Copic medical liability insurance. 0:26 – 0:57 | Cold open Cotton frames the question driving the episode: how do practices fast-track top talent from hello to hire? 0:57 – 1:39 | Introduction Austin Littrell introduces the episode and guest, previewing what the latest data reveals about health care hiring and how physician practices can compete for talent. 1:39 – 3:14 | What's behind the surge in clinical applications Todd Shryock opens the conversation, and Cotton explains the January jump in clinical applications, tying it to post-pandemic turnover leveling off and clinicians looking for better compensation. 3:14 – 4:35 | Why hires lag behind openings Clinical openings are up far more than actual hires. Cotton points to a steep drop-off after the application, the gap between recruiter and hiring-manager interviews and the bureaucracy of offer approvals, with the fastest-moving practices winning. 4:35 – 5:57 | How a small practice out-recruits a hospital system Cotton's answer is candidate experience. He argues smaller practices win by making hiring feel personal and frictionless, citing survey data that 60% of candidates abandon applications that are too long, opaque on pay or unclear on qualifications. 5:57 – 8:17 | Compensation and the case for pay transparency Cotton says the data doesn't show practices have regained leverage on pay, and makes the case for listing compensation in the posting: it keeps the top of the funnel clean and avoids wasting everyone's time, even as he acknowledges why some employers hesitate to post pay. 8:17 – 10:55 | The non-clinical side Non-clinical applications are outpacing both openings and hires. Cotton attributes the slow pace to the same screening and scheduling bottlenecks, and urges understaffed practices to build a pipeline now, re-engaging strong past applicants before the candidate pool tightens. 10:55 – 11:47 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 11:47 – 13:44 | Removing friction from hiring Cotton defines friction as any point where candidates drop off, and explains how AI-driven skills matching and job simulations are reshaping the process, including a notable shift among Gen Z candidates who now prefer assessments to compete on skills rather than résumés. 13:44 – 14:46 | What drives retention Retention comes down to two things, Cotton says: hiring for genuine skill fit and giving employees a visible career path, especially in high-volume and entry-level roles where people often leave simply because they can't see a future internally. 14:46 – 16:33 | Where AI belongs in hiring Asked whether a hands-on practice has an edge over a hospital using AI, Cotton, a self-described AI advocate, says it depends entirely on where it's applied. He keeps the hiring-manager interview, the deeper recruiter conversation and the offer human, and automates much of the rest. 16:33 – 17:28 | The next 12 to 18 months Cotton points to growing concern about a shrinking candidate supply, and says recruiters are already getting creative, partnering with local universities to build talent pipelines and shape curriculum. 17:28 – 18:43 | Final advice and close Cotton's parting advice: map your candidate journey, decide what only a human can do and what can be automated, then share that roadmap with applicants for transparency. Todd Shryock thanks Cotton. 18:43 – End | Outro Austin Littrell thanks the guest and wraps the episode.

    20 min
  2. The No Surprises Act's new payment dispute rule, with Anders Gilberg of MGMA

    4d ago

    The No Surprises Act's new payment dispute rule, with Anders Gilberg of MGMA

    When a patient is treated by an out-of-network physician at an in-network hospital, the resulting payment dispute is supposed to be settled through the No Surprises Act's independent dispute resolution process. A newly finalized rule is meant to make that process work better, and for practices, the headline change is significant: the fee to initiate a dispute has dropped from $115 to just $15. In this episode, Physicians Practice Managing Editor Keith Reynolds sits down with Anders Gilberg, senior vice president of government affairs at MGMA, to unpack what the rule actually changes, where administrative burden still weighs on practices and why so many physicians win in arbitration only to never see payment from insurers. Gilberg also responds to the insurance industry's criticism of the process, explains which specialties are most affected and lays out the regulatory developments practices should be watching through the rest of the year, from two pending HIPAA rules to the physician fee schedule. Music Credits:Moonlit Whispers by Cephas - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:23 | Sponsor message Copic medical liability insurance. 0:23 – 0:56 | Cold open Gilberg previews one of the episode's central frustrations: physicians win the vast majority of payment disputes through arbitration, only to never receive payment. 0:56 – 1:46 | Introduction Austin Littrell introduces the episode and guest, previewing what the new independent dispute resolution rule changes for practices. 1:46 – 4:06 | What the IDR rule is and where it came from Keith Reynolds opens the conversation, and Gilberg recaps how the independent dispute resolution process grew out of the No Surprises Act to settle out-of-network payment disputes, often involving specialties like emergency medicine, radiology, pathology and anesthesia. 4:06 – 5:17 | What the final rule changes Gilberg explains the two biggest wins: the fee to initiate a dispute dropped from $115 to $15, and new remittance codes will tell practices which claims actually fall under the No Surprises Act. 5:17 – 6:12 | What the delay cost practices With the rule under regulatory review for more than two years, Gilberg says the lag kept fees high and left practices to navigate ambiguity over which claims were even eligible. 6:12 – 8:20 | Where the administrative burden still sits New transparency codes will help, but Gilberg says the process remains cumbersome and points to a bigger problem: physicians win arbitration more than 80% of the time and still go unpaid, with enforcement legislation needed to make payers actually pay. 8:20 – 11:01 | The payers' pushback Responding to insurers who say the rule does too little to stop ineligible claims, Gilberg argues they are hiding behind a handful of egregious cases while ignoring how often physicians legitimately prevail, and acknowledges that a few profit-driven ownership arrangements are rare exceptions. 11:01 – 11:52 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 11:52 – 14:08 | What it means for administrators Gilberg notes the IDR process mainly affects hospital-based specialties like emergency medicine, anesthesia and radiology, but advises any administrator to treat denials more seriously now: the path from a 30-day negotiation to baseball-style arbitration is clearer, cheaper and tends to favor the practice. 14:08 – 16:41 | What practices should watch for next Gilberg doesn't see the rule as a signal of broader change, but flags a busy regulatory year ahead: two pending HIPAA rules on privacy and security, the physician fee schedule due in early July and payment issues set to expire at year's end, with a post-election lame-duck session likely to determine the rest. 16:41 – End | Outro Austin Littrell thanks the guest and wraps the episode.

    18 min
  3. How to sell your practice, with Kevin Baker of Emergency Care Partners

    Jun 18

    How to sell your practice, with Kevin Baker of Emergency Care Partners

    Selling a medical practice is one of the most consequential financial decisions a physician will ever make, and many start the process far later than they should. In this episode, Medical Economics Managing Editor Todd Shryock speaks with Kevin Baker, director of business development at Emergency Care Partners, about how practice owners can prepare for a sale or succession years before they actually need to.  Baker breaks down the most common mistakes sellers make, the factors that drive a practice's valuation, the financial and legal documents to have in order before approaching a buyer and how selling to a hospital system, a private equity-backed strategic partner or a junior partner each changes the outcome. He also digs into the parts of a transaction physicians tend to underestimate: the tax implications of deal structure, the emotional weight of handing off a practice that represents their life's work and how to protect staff and clinical quality through the transition. Music Credits:Jazz Warm Lo-Fi by Nadezhda Pilitskaia - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:23 | Sponsor message Copic medical liability insurance. 0:23 – 0:46 | Cold open Baker sets up the episode's central message: good decisions are rarely made under pressure, and failing to prepare is preparing to fail. 0:46 – 1:39 | Introduction Austin Littrell introduces the episode and guest, previewing how physicians can prepare to sell their practice and plan for succession long before they actually need to. 1:39 – 3:49 | The biggest mistakes sellers make Todd Shryock opens the conversation, and Baker points to four recurring errors: not lining up experienced advisors early, waiting too long to prepare, keeping financials that satisfy the IRS but not a buyer and fixating on the headline price instead of deal structure. 3:49 – 6:08 | How far in advance to start Baker argues the best transactions are intentional and begin years ahead, framed around one question: what would need to be true for the practice to thrive if you stepped away in three to five years? 6:08 – 8:04 | What drives valuation Value comes down to financial performance, risk profile and growth potential. Baker explains how EBITDA anchors the starting point and which risks can drag a number down, from hospital subsidy reliance and locums dependence to ED contract renewals and payer mix. 8:04 – 10:21 | Getting your documents in order Before approaching a buyer, Baker says practices should understand the tax implications of their legal entity structure, clean up the cap table, document partner buyout arrangements and begin assembling a data room of vendor contracts and payer agreements. 10:21 – 13:22 | Hospital, strategic buyer or your partners Baker compares the three paths: partner buyouts that pay out slowly and modestly, hospital deals that often open with teaser compensation before dropping to productivity-based pay and strategic acquirers who can pay more by realizing synergies and offering equity. 13:22 – 16:14 | Staff, patients and the identity transition Baker addresses the emotional side physicians tend to underestimate, urging sellers to define what success means beyond the closing table and to be wary of any buyer who doesn't put clinical quality and staff first. 16:14 – 17:05 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 17:05 – 19:24 | How open to be with your staff Discretion matters early in the process. Baker suggests routing buyer requests through a third-party CPA or advisor where possible, and having a candid one-on-one with a key operations or finance leader when documents and data are needed. 19:24 – 22:40 | Tax implications and deal structure With a "consult your tax advisor" disclaimer, Baker walks through the value of taking equity in the acquiring company, the difference between ordinary income and long-term capital gains treatment and the net present value advantage of receiving several years of earnings up front. 22:40 – 24:19 | Staying on part time after a sale For physicians who want to keep practicing, Baker's advice is to communicate it upfront, make sure there are enough physicians on the schedule to absorb the hours and understand how moving from full time to part time affects benefits. 24:19 – 25:22 | Final advice and close Baker's closing message: start the conversations now, since signing an NDA opens the door to information without committing you to a deal. Todd Shryock thanks Baker. 25:22 – End | Outro Austin Littrell thanks the guest and wraps the episode.

    27 min
  4. The new front door to health care, with Andrea Giamalva, M.D., FAAFP, of Experity

    Jun 15

    The new front door to health care, with Andrea Giamalva, M.D., FAAFP, of Experity

    Urgent care was never designed to be the front door to American health care, but that's increasingly what it has become. As the country faces a projected shortage of as many as 80,000 primary care physicians by 2037 and nearly 40% of Gen Z patients go without a primary care physician at all, more Americans are turning to urgent care as their first and often only point of contact with the health care system. Medical Economics Associate Editor Austin Littrell speaks with Andrea Giamalva, M.D., FAAFP, chief medical officer at Experity, about what urgent care is actually handling today, where its relationship with primary care breaks down and why she believes AI-enabled technology may finally help clinicians get the right patient to the right place at the right time. The conversation covers the generational shift away from primary care, the payer and cultural barriers that complicate care-gap closure, the growing role of advanced practice providers and how tools like AI scribes could bring humanity back to the exam room. Music Credits:Coffee Shop Sketches by Buurd - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:24 | Sponsor message Copic medical liability insurance. 0:24 – 0:51 | Cold open Giamalva previews the episode's central theme: the national shortage of primary care has turned urgent care into the front door to health care for many Americans. 0:51 – 1:44 | Introduction Austin Littrell introduces the episode and guest, previewing the data behind the primary care shortage and the case for using technology to get the right patient to the right place at the right time. 1:44 – 2:20 | Meet Andrea Giamalva Giamalva introduces herself as a family medicine physician and chief medical officer at Experity, the leading platform for on-demand health. 2:20 – 4:28 | How urgent care became the front door From its 1970s origins to today, urgent care has grown from a cough-and-cold clinic into a multichannel digital front door offering employer-paid services, weight loss therapy, hormone therapy and mental health care. 4:28 – 7:15 | Choice or access? The generational data Roughly 10% of baby boomers lack a primary care physician, rising to nearly 40% of Gen Z. Giamalva ties the generational shift, projected shortages of up to 80,000 primary care physicians by 2037 and health care deserts to the "Amazon-Uber-DoorDash" expectations now shaping patient behavior. 7:15 – 9:49 | Right patient, right place, right time Giamalva argues the hardest problem in health care is matching patients to the appropriate setting, and that technology could let urgent care safely handle straightforward cases while primary care focuses on complex, time-intensive ones. 9:49 – 11:28 | Reducing burden without adding fragmentation With one study finding it would take 27 hours a day for a primary care physician to manage their full panel, Giamalva says clear communication across the patient journey and better tools at the point of care are what let urgent care act as a partner rather than a competitor. 11:28 – 14:02 | Treating patients like customers Giamalva makes the case that patient experience directly affects outcomes, and describes tools like Care Agent and AI scribes that aim to keep patients informed and bring human interaction back to the visit. 14:02 – 14:53 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 14:53 – 17:55 | What primary care can learn from urgent care Urgent care's scheduling flexibility and retail DNA give it a head start on on-demand care. Giamalva says primary care could adopt a more hybrid, risk-stratified approach that routes patients to telehealth, urgent care or a full primary care visit based on need. 17:55 – 19:43 | The expanding role of advanced practice providers As APPs take on larger roles in both settings, Giamalva calls for team-based models, clear expectations and proper training so urgent care teams can manage common chronic conditions like diabetes, hypertension and thyroid disease. 19:43 – 22:01 | Closing the primary care gap Giamalva walks through what it takes for urgent care to help patients without an established primary care relationship, including patient willingness, payer contracts that can prohibit preventive care and the cultural shift required of clinical teams. 22:01 – 22:53 | The case for AI-enabled technology In her closing thoughts, Giamalva argues AI-enabled technology is more than a fad and could finally reverse the administrative burden that has chipped away at the patient-provider relationship. 22:53 – End | Outro Littrell thanks Giamalva and wraps the episode.

    24 min
  5. Cash-only practice, with John C. Cianca, M.D., FAAPMR, president of the American Academy of Physical Medicine and Rehabilitation

    Jun 11

    Cash-only practice, with John C. Cianca, M.D., FAAPMR, president of the American Academy of Physical Medicine and Rehabilitation

    The consolidation of outpatient medicine has swept many independent physicians into larger systems, private equity arrangements or hospital employment. John C. Cianca, M.D., FAAPMR, a physiatrist in Houston, Texas, and president of the American Academy of Physical Medicine and Rehabilitation, went the other way. More than two decades ago, he left his Baylor-affiliated medical college to build a true solo, cash-only practice — no front desk, no MAs, no prior authorizations, no step therapy requirements.Medical Economics Senior Editor Richard Payerchin talks with Cianca about why he made that move, what it cost him early on and what it freed him to do for patients. They also cover what primary care physicians consistently misunderstand about physical medicine and rehabilitation, how AAPMR became an early leader in documenting and advocating for long COVID patients, and how AI is already reshaping medical education in ways that may make traditional professional society programming obsolete. Music Credits:CALM CHILL RELAXED SMOOTH JAZZ (OWE YOU) by Tasty Tunes - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:26 | Sponsor message Copic medical liability insurance. 0:26 – 0:58 | Cold open Dr. Cianca on the consolidation churn pulling outpatient practices into larger, less autonomous systems — and why he went the other direction. 0:58 – 1:55 | Introduction Austin Littrell introduces the episode, the guest and the key topics. 1:55 – 2:43 | Meet Dr. John Cianca Dr. Cianca introduces himself: private practitioner in Houston, adjunct faculty at Baylor College of Medicine and UT Medical Sciences, and president of AAPMR. His practice is a solo, cash-only outpatient musculoskeletal clinic. 2:43 – 4:43 | The biggest challenge facing PM&R Physical medicine and rehabilitation is a broad specialty spanning acute catastrophic injuries to day-to-day musculoskeletal care. The persistent external challenge: rehabilitation is still treated as an afterthought in care delivery, when earlier involvement produces faster, more efficient outcomes. 4:43 – 9:10 | PM&R's place in the primary care landscape Many early misconceptions about physiatry have cleared, but it's still not the first call for non-operative musculoskeletal problems — orthopedics tends to get the referral. Dr. Cianca makes the case for physiatry as a long-arc specialty rather than an incident response, and traces the field's evolution from hospital-based rehabilitation to outpatient care. 9:10 – 12:34 | AAPMR and long COVID Drawing on the specialty's history managing post-polio rehabilitation, AAPMR recognized early that post-COVID conditions would require sustained attention. Dr. Cianca says access to long COVID care has become harder over time, not easier, as the health care system's urgency has faded and the broader public has moved on. 12:34 – 15:11 | The pressures on independent practice Administrative burden, consolidation and private equity have pushed many small practices into larger systems. Dr. Cianca describes the churn that has reshaped outpatient medicine and explains why he deliberately went the other direction — and why he was fortunate to start when he did. 15:11 – 19:03 | Why Dr. Cianca went cash-only Twenty-two years ago, Dr. Cianca left his medical college affiliation to build a solo, insurance-free practice. His motivation wasn't money — he says he earns less than most colleagues — it was time: time to speak with patients, teach them and change their course rather than treat volume. He acknowledges the financial difficulty of the early years and cautions that the model is genuinely hard to build. 19:03 – 23:10 | The practical reality of a cash-only solo practice No front desk, no MAs, no PAs — and no chasing approvals or unpaid claims. Dr. Cianca explains what it means to deliver care without having to justify clinical decisions to someone who may not fully understand what they're approving. On step therapy: it's not a savings, it's just a delay. 23:10 – 24:01 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 24:01 – 26:25 | Remote therapeutic monitoring and technology in PM&R Dr. Cianca describes how the specialty has long used implantable technology for spasticity and pain management and explains how PM&R's practically oriented culture has made it an early and consistent adopter of new tools — including outpatient microsurgical techniques that send patients home the same day. 26:25 – 29:24 | AI and the future of PM&R AI may be the biggest change Dr. Cianca has seen in his career, and it's already reshaping medical education. Residents are turning to AI for literature synthesis instead of reading primary articles, and professional societies are trying to figure out how to stay relevant without being made obsolete. 29:24 – 32:04 | PM&R and the "Make America Healthy Again" initiative Dr. Cianca's view: physiatry has been doing this work all along. The specialty's whole-person, function-first approach to care predates the policy framing. A colleague recently put it simply: "You've already been doing this anyway." 32:04 – 34:16 | A message to primary care physicians and outro Primary care is physiatry's gateway, and Dr. Cianca's message to PCPs: for non-operative musculoskeletal problems, physiatrists offer something orthopedics doesn't — long-term partnership across a spectrum of time, not just an incident response. Payerchin wraps the interview; Littrell closes the episode.

    35 min
  6. From spreadsheets to strategy, with Melinda Mastel, MBA, MS, of the Medical College of Wisconsin

    Jun 8

    From spreadsheets to strategy, with Melinda Mastel, MBA, MS, of the Medical College of Wisconsin

    Strategic thinking is often treated as an executive skill — something reserved for leadership retreats and long-range planning sessions. Melinda Mastel, MBA, MS, FHFMA, CMPE, PMP, a financial advisor at the Medical College of Wisconsin, argues it belongs on every finance professional's desk on a normal Tuesday. Physicians Practice Managing Editor Keith Reynolds speaks with Mastel about what actually drives budget misses in medical groups, why the culprit is almost never the numbers themselves, and how small changes in the way financial data is tracked and presented can produce bigger operational shifts than most practice leaders expect. They also cover what a minimum viable product approach looks like in a health care finance context, why scope creep is the quiet killer of practice improvement projects, how to align cross-functional teams that can't agree on what the problem actually is, and why curiosity is the skill that most reliably turns an early-career finance professional into a trusted advisor. Mastel closes with two concrete tips practice leaders can implement immediately: challenge your assumptions about what can and can't change, and expand who you're hearing from. Music Credits:Retro Disco Lounge Groove by MotifLab Music - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:24 | Sponsor message Copic medical liability insurance. 0:24 – 0:48 | Cold open Mastel on why launching a new program at 50% or 20% of the ideal scope isn't failure — it's strategy. 0:48 – 1:39 | Introduction Austin Littrell introduces the episode and Melinda Mastel. 1:39 – 2:42 | The first question to ask when someone brings you a budget problem Stop at the numbers themselves and ask what changed. Workflow shifts, staffing changes, documentation drift and altered coding standards all show up in the data before they show up anywhere else. 2:42 – 3:26 | The most common reason medical groups miss budget Hidden operational shifts — small, undocumented changes in how time is spent or how effort is deployed — drift practice finances away from projections without ever triggering a formal review. 3:26 – 4:37 | What strategic thinking actually looks like on a Tuesday Strategic thinking is not an executive skill — it is a set of questions anyone can apply to anything on their desk. Do we agree on the actual problem? Who is affected downstream? What decisions upstream are landing here? Mastel argues the practice of asking those questions consistently is what separates finance professionals who execute from those who are sought out for advice. 4:37 – 6:13 | When reframing data changes a decision A growing subspecialty program at the Medical College of Wisconsin was tracked in aggregate with several other programs, making it nearly impossible to evaluate performance. Separating it in the accounting structure — a simple change — gave senior leaders clear metrics and produced more intentional investment decisions almost immediately. 6:13 – 8:54 | Launching something new on a tight budget: the blind spot We underestimate uncertainty and over-commit to the ideal version from day one. Mastel makes the case for a minimum viable product approach: launch at 50% or 20%, test it, gather feedback and preserve contingency for the things you cannot control. On the revenue side, she points to sponsored funding, organizational partnerships and philanthropic sources as underused options in academic medicine and beyond. 8:54 – 9:58 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 9:58 – 11:47 | The project management tools that actually matter in health care Two principles from formal project management apply directly to practice finance work: stakeholder management — bringing the right people, including end users and cross-functional contributors, into the conversation at the right time — and scope clarity, because projects that don't define what they are not tackling tend to drift and lose momentum. 11:47 – 13:03 | Aligning a cross-functional team that can't agree on the problem When urgency is high and definitions differ, the instinct is to move fast. Mastel argues for the opposite: slow down, document the shared definition of the problem before moving to solutions, and come back to it when decisions downstream get contested. That investment upfront eliminates far more rework than it costs. 13:03 – 14:33 | The skill that turns a finance professional into a trusted advisor Curiosity — not technical fluency, not communication skills, not change management frameworks, though all of those matter. Asking questions when there is extra time at the end of a meeting, understanding what pressures sit outside your own role and building a reputation for caring about causes rather than just executing tasks is what moves someone from analyst to thought partner. 14:33 – 16:33 | Two tips for practice leaders Challenge your assumptions about what is fixed. Some things genuinely cannot change quickly, but others can — and they won't unless someone asks the question. Then expand who you're hearing from. Office hours, rounding, an open-door policy — anything that gets the same voices out of the same room and brings in the perspective of people on the front lines. 16:33 – 16:51 | Closing remarks Keith Reynolds thanks Mastel and wraps the interview. 16:51 – end | Outro Austin Littrell closes the episode.

    18 min
  7. Why where you live may matter more than how you're treated, with experts from the Physicians Foundation

    Jun 4

    Why where you live may matter more than how you're treated, with experts from the Physicians Foundation

    Social drivers of health (SDOH) — food security, housing stability, transportation, utilities access and interpersonal safety — account for roughly 80% of what determines whether a patient stays healthy or gets sick. Yet most of the health care system is still organized around the 20%: treating illness after it arrives. Medical Economics Senior Editor Richard Payerchin speaks with Dhruv Khullar, M.D., M.P.P., a practicing physician and associate professor of health policy and economics at Weill Cornell Medical College who directs the Physicians Foundation Center for the Study of Physician Practice and Leadership, and Paul C. Harrington, former executive vice president of the Vermont Medical Society and a board member of the Physicians Foundation. They discuss why a patient's zip code can predict life expectancy more reliably than the care they receive, why SDOH screening falls short when the community resources to act on it aren't there, and the moral injury clinicians feel when they identify a need they cannot meet. Music Credits:Morning Coffee by Keyframe Audio - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:27 | Sponsor message Copic medical liability insurance. 0:25 – 0:52 | Cold open Dr. Khullar on the moral injury clinicians feel when they can identify a patient's social need but cannot meet it. 0:52 – 1:44 | Introduction Austin Littrell introduces the episode and both guests. 1:44 – 5:06 | Meet Paul Harrington Harrington introduces himself as a former Vermont legislator, U.S. Senate health policy director and longtime Physicians Foundation board member, and explains how a foundation-commissioned study by Dr. Buzz Cooper reframed health care spending as a demand-side problem — and drew the foundation into SDOH. 5:06 – 9:02 | SDOH is not a rural problem or an urban problem Palm Beach County data shows a 16-year life expectancy gap between two zip codes 10 miles apart. Harrington argues that access to food, transportation, safe housing and economic opportunity — not geography — determines whether a patient thrives. 9:02 – 11:36 | What works on the ground Three examples from the foundation's grant program: a Rush University cardiology program that places residents in food shelves to understand what their patients face outside the clinic; a Wichita, Kansas initiative embedding SDOH screening into electronic medical records and tracking whether identified needs are actually being addressed; and North Carolina's Medicaid managed care model, which improved health outcomes by adding food vouchers, housing support and transportation to the care contract. 11:36 – 12:27 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 12:27 – 13:46 | Meet Dr. Dhruv Khullar Dr. Khullar introduces himself as a practicing physician and health services researcher at Weill Cornell Medicine, where he directs the Physicians Foundation Center for the Study of Physician Practice and Leadership. The center focuses on incentives in health care, value-based payment, consolidation, physician well-being and the social needs of patients. 13:46 – 16:18 | The science behind SDOH SDOH is not a new idea or a trend — the evidence that social and community factors shape health outcomes, by some measures more than the care delivered in clinics and hospitals, is well established. The open challenge is not validation but intervention: once a social need is identified, what actually works to address it? 16:18 – 18:17 | The five core drivers of health Food security, housing stability, transportation access, utilities access and interpersonal safety. Dr. Khullar identifies food insecurity as the broadest challenge facing the most patients and unstable housing as the most individually devastating. 18:17 – 20:17 | The screening gap Community resource partnerships work — when they exist. The problem is that many communities lack those resources, leaving screening without the infrastructure to act on it. Going forward, the priority is aligning payment and policy to incentivize health systems to meet social needs, not just clinical ones. 20:17 – 21:46 | The SDOH billing codes and why physicians aren't using them The Physicians Foundation was instrumental in establishing billing codes that allow physicians to document patients' social needs. Adoption has been slow because awareness remains low — and because adequate reimbursement is still needed to create a durable incentive to use them. 21:46 – 23:25 | How to talk about SDOH with patients Empathy first. Dr. Khullar describes building the kind of trust that makes patients comfortable disclosing a housing or food problem — and argues that doing so matters not just for patient outcomes but for the sustainability of the workforce, which bears real moral weight when needs go unmet. 23:25 – 25:28 | Reaching beyond the clinic Dr. Khullar's three-part framework: identify who needs help through relationship-building and, carefully, AI-assisted screening; build durable relationships with community organizations over years and decades; and push for adequate public funding of social services, because screening and referrals can only go so far without a functioning safety net behind them. 25:28 – 27:10 | The case for investing upstream Both primary care and social services carry the same logic — large upfront investment, enormous long-term return. Dr. Khullar argues the case is both financial and moral: the political and social will to act is the only thing missing. 27:10 – 29:57 | State policy and how physicians can get involved States are laboratories for SDOH policy, and Harrington argues that elected officials actively want physician input. Working through state medical societies is the most direct path — legislators seek out physicians during recesses, and when physicians show up, they are heard. 29:57 – 31:15 | Dr. Khullar's message to primary care physicians Primary care is harder year over year, and unless health care financing, administrative burden and social support infrastructure change substantially, the workforce is at risk. Dr. Khullar calls this one of the most important issues in health care reform. 31:15 – 33:21 | Paul Harrington's message to primary care physicians Primary care physicians are the bedrock of American health care — underappreciated and underfunded. Harrington closes with a direct thank-you, a tribute to rural physicians embedded in the fabric of their communities and the Physicians Foundation's commitment to make the work of addressing social drivers of health easier, not harder, for the physicians doing it every day. 33:21 – 33:42 | Closing thoughts and outro Payerchin thanks both guests and wraps the interview portion of the episode.

    35 min
  8. What doctors don't know about their own finances, with Michael Jerkins, M.D., M.Ed., and Jillian Vestal, J.D., of Panacea Financial

    Jun 1

    What doctors don't know about their own finances, with Michael Jerkins, M.D., M.Ed., and Jillian Vestal, J.D., of Panacea Financial

    Physicians are among the highest earners in the American workforce. They're also among the most financially stressed. Panacea Financial's 2026 survey, "The Financial Lives of Doctors," puts numbers to that tension. Financial confidence rises from just 2.33 out of 5 in medical school to 3.27 among practicing physicians. More than half of respondents said they would not choose medicine again, or weren't sure, if federal student loans were capped at $200,000 (which they will be next month). Nearly two-thirds cited tax complexity as a top career challenge. Medical Economics Associate Editor Austin Littrell speaks with Michael Jerkins, M.D., M.Ed., president and co-founder of Panacea Financial, and Jillian Vestal, J.D., head of legal services at Panacea Legal, about what's driving those numbers. The conversation covers what physicians consistently miss when reading their own contracts, how student debt shapes nearly every major financial decision a doctor makes, the tax traps hiding in signing bonuses and relocation reimbursements, and what the financial services industry keeps getting wrong about physicians as clients. Read the report: https://panaceafinancial.com/survey-2026/ Music Credits:Ambient Jazz by AurbanniAudio - stock.adobe.comA Textbook Example by Skip Peck - stock.adobe.comEditor's note: Episode timestamps and transcript produced using AI tools.0:00 – 0:26 | Sponsor message Copic medical liability insurance. 0:26 – 0:42 | Cold open Dr. Jerkins previews the episode's core tension: being a doctor is still the coolest job you can have — but there will be a financial point where people reconsider. 0:42 – 1:57 | Introduction Austin Littrell introduces the episode and the guests and previews the key findings from Panacea's 2026 survey, "The Financial Lives of Doctors." 1:57 – 3:41 | Meet the guests Dr. Jerkins describes his path from financially struggling MedPeds physician to co-founding Panacea Financial. Vestal explains her background in health system contract work and what drew her to Panacea Legal. 3:41 – 6:08 | Would doctors choose medicine again? 53% of survey respondents said they wouldn't choose medicine, or weren't sure, if student loans were capped at $200,000. Dr. Jerkins puts the number in context: record medical school enrollment suggests demand remains strong, but the cap could quietly shift who enters the profession and where they end up practicing. 6:08 – 11:39 | The contract knowledge gap 49% of respondents said understanding their own compensation is a top challenge — but Vestal argues the real number is higher, because many physicians don't know what they don't know. Two contracts with identical salary numbers can look very different once call obligations, productivity incentives and bonus structures are factored in. 11:39 – 12:50 | Why earning more doesn't mean feeling more confident Financial confidence barely moves from training to practice — not because doctors are irresponsible, but because clinical and administrative demands leave little bandwidth for learning to navigate tax strategy, long-term planning and retirement savings. 12:50 – 17:22 | Student debt and contract negotiations 46% of doctors don't fully understand their repayment, forgiveness or refinancing options — and that knowledge gap follows them into employment negotiations. Vestal walks through how signing bonuses structured as loans, student loan assistance clauses and termination language can each carry significant financial consequences that most physicians never see coming. 17:22 – 18:21 | P2 Management Minute Keith Reynolds shares practice management tips and invites listeners to submit their own workflow ideas. 18:21 – 21:24 | Balancing loans with life goals 70% of respondents struggle to balance loan repayment with other financial goals, including 37% already in practice. Dr. Jerkins explains why the period right after training is when physicians are most at risk of financial mistakes — and why a student loan strategy needs to come before the nice house. 21:24 – 25:23 | The tax complexity problem Tax complexity was the most cited career challenge at 67%, split nearly evenly between trainees and practicing physicians. Vestal breaks down how signing bonuses structured as loans, relocation reimbursements and state-to-state tax bracket shifts create unexpected W-2 surprises in a physician's first year of practice. Dr. Jerkins adds the growing 1099 locums trap. 25:23 – 28:31 | What the financial services industry gets wrong about doctors Physicians aren't careless — they're busy and uninformed. Dr. Jerkins argues the industry misreads physician risk, ignores their schedules and fails to account for the income gaps that happen between training and practice. 28:31 – 32:27 | The single most important thing to do right now Educate yourself, don't trust appearances and find a fiduciary advisor with physician-specific experience. Vestal adds: even if you've already signed your contract and have no plans to leave, get it reviewed — one doctor recovered $40,000 she never knew she was owed. 32:27 – 33:20 | Closing thoughts and outro Littrell thanks the guests, directs listeners to Panacea's 2026 survey in the show notes and wraps the episode.

    34 min

Ratings & Reviews

5
out of 5
9 Ratings

About

Off the Chart: A Business of Medicine Podcast features lively and informative conversations with health care experts, opinion leaders and practicing physicians about the challenges facing doctors and medical practices. New episodes release every Monday and Thursday morning. Brought to you by Medical Economics and Physicians Practice. Off the Chart: A Business of Medicine Podcast Staff Hosts: Keith Reynolds, Austin Littrell Contributors: Chris Mazzolini, Todd Shryock, Richard Payerchin, Keith Reynolds, Austin Littrell Inquiries: Please email Hosts Keith Reynolds (kreynolds@mjhlifesciences.com) or Austin Littrell (alittrell@mjhlifesciences.com) with feedback, questions, guest suggestions and more.

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