The Business of a Clinic (BOAC)

Jared Aron
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  • Entrepreneurship

The Business of a Clinic (BOAC) is a podcast for private healthcare leaders who want to run not just a great clinic, but a great business. Each episode explores the overlooked commercial side of healthcare — how to grow revenue, improve patient retention, fill empty calendars, and build high-performing front-office teams. Hosted by the team at Coherent and led by founder Jared Aaron, we sit down weekly with clinic owners, practice managers, and industry experts to unpack the real challenges behind no-shows, cancellations, and disengaged patients, and share practical frameworks and playbooks that any clinic can apply. If you’re a private healthcare operator such as dentist, aesthetic practitioner, chiropractor, physio, or private GP looking to bridge the gap between excellent care and effective business operations, this is your roadmap to running a clinic that thrives — for your patients, your staff, and your bottom line. The show is hosted by Coherent: Coherent Healthcare is a Clinic Revenue Winback company, helping private healthcare practices unlock hidden revenue. By rebooking no-shows, cancellations, and lapsed patients — and by simplifying how clinics collect payments — Coherent enables practitioners to fill their diaries, improve cashflow, and focus more on patient care.

  1. 3d ago

    A Great Clinician Can Still Build a Bad Clinic, with Jared Aron & Sally Eugenia Schwartz, E54

    What separates being an excellent clinician from building an excellent clinic? In Episode 54 of The Business of a Clinic, Sally sits down with Coherent founder Jared Aron to discuss how private healthcare is changing and why clinical quality, while essential, is only one part of what makes a modern clinic successful. Jared argues that the competitive landscape has fundamentally changed. Fifteen or twenty years ago, a strong practitioner could often build a successful private practice largely on clinical reputation. Today, patients have far more choice, clinics compete for attention across increasingly crowded markets, and practices need to think deliberately about brand, patient relationships, operations and the experience surrounding clinical care.  One of the central ideas in the conversation is the 3,650-day patient relationship. If a patient stays with a clinic for ten years, they may spend only a handful of hours physically with their practitioner. That leaves thousands of days in which the clinic still needs to reinforce trust, clinical excellence and the patient relationship through communication, follow-up and support. Jared and Sally also explore why clinic growth becomes harder as the founder moves further away from every individual patient. Associate clinicians may provide excellent treatment, but expecting them to also manage cancellations, recall and patient follow-up creates an operating model that is difficult to sustain. The discussion then turns to data and marketing. Clinics can spend heavily attracting patients without understanding what happens after somebody presses the “Book Now” button. Different systems measure different parts of the journey, terminology is inconsistent, and clinic leaders can end up making decisions without a reliable picture of what is actually happening. They also discuss the talent required to build modern healthcare businesses. Jared explains why repeatedly recruiting from the same healthcare talent pool can reproduce the same operating systems, and why clinics may need expertise from technology, hospitality, data and other industries to rethink growth and patient experience from first principles. Finally, the episode examines the hero operator problem: the exceptional clinic manager or team member who remembers everything, fixes everything and keeps the organisation together. These people can transform a practice, but they also become a major point of dependency. When they leave, go on holiday or simply become overloaded, the system can quickly deteriorate. The goal, Jared argues, is to move knowledge from people’s heads, to documented processes, to systems that actually execute those processes consistently. That means building a clinic that does not depend on finding an endless supply of “dancing, singing unicorns”. Topics include private healthcare competition, clinic branding, patient relationships, clinical excellence, retention, cancellations, marketing attribution, healthcare data, clinic hiring, hospitality, commercial talent, SOPs, operational resilience, front-desk teams and scaling patient experience.

  2. 6d ago

    From Front Desk to $100M+ Healthcare, with Alejandro Fernandez from Synergy Orthopedic Specialists, BOAC E55

    Alejandro Fernandez has seen healthcare operations from almost every level of the organisation. He started in the early 1990s working medical records and the front desk of a doctor's office while paying his way through college. He learned bookkeeping, billing, coding and revenue cycle management before eventually moving into healthcare leadership, private equity and large-scale physician group operations. Along the way, Alejandro helped grow Gastro Health from 18 doctors when he joined to around 150 providers and more than $100 million in revenue by the time he left. He also participated in almost 30 transactions as the organisation expanded. Today, he is CEO of Synergy Orthopedic Specialists in California.  In this episode of The Business of a Clinic, Jared and Alejandro look at what three decades of healthcare change have actually achieved. Medical records have moved from paper to computers. Claims went from physical forms and dial-up modems to electronic systems. AI can now help with documentation, imaging, scheduling and patient communication. Yet Alejandro still walks into medical practices and surgical centres operating on paper, while many of the fundamental processes around reimbursement, access and administration remain extremely complex.  They discuss the economics behind running a physician group, why doctors are trained to provide medicine rather than manage P&Ls and administrative systems, and what healthcare operators should be doing to create more space for clinicians to focus on patients. A central theme of the conversation is empathy. Alejandro argues that improving healthcare operations is not only about removing work or introducing automation. It is also about adding a better human experience around the clinician. Patients are often sick, worried or in pain, and the administrative experience around their care should recognise that. The conversation then turns to AI. Alejandro shares where he sees genuine opportunities for technology to increase capacity and remove low-value administrative work, while warning against assuming every new AI product can already do everything vendors promise. His framework for the future is simple: start with access, build empathy into the patient experience, then add technology wherever it genuinely helps.

  3. Aug 12

    He Treated in High-Security Prisons & NHS, Now He Leads 160 US Clinics | Richard Leaver, Alliance PT

    Richard Leaver has seen healthcare from almost every angle. He trained as a physical therapist in England, worked in the NHS and environments ranging from hospitals to high-security prisons, moved to the United States, and eventually transitioned from treating patients into healthcare leadership. Today, he is CEO of Alliance Physical Therapy Partners.  In this episode of The Business of a Clinic, Richard joins Jared Aron to explore what changes when healthcare is operated at scale. They start with the philosophical differences between the NHS and the US private healthcare system before getting into Richard's operating principle: compliant, quality care delivered in a fiscally responsible manner. In his view, financial performance cannot sustainably come before compliance and quality.  The conversation then turns to one of the biggest changes facing physical therapy. A decade ago, the constraint for many clinics was generating enough patient demand. Richard believes that has flipped: licensed clinician supply has become a structural challenge, while AI and automation are beginning to create meaningful change across non-clinical operations.  Richard and Jared also discuss why technology adoption is much harder than buying technology, the danger of forcing change too quickly, virtual front desks, AI-assisted workflows, managed technology services, and why healthcare organisations can no longer treat technology as something sitting outside the core business. And looking ten years ahead, Richard draws an important distinction: the technology, administration and reimbursement surrounding physical therapy may change dramatically, but he hopes the clinical reasoning, hands-on care and act of caring itself do not.  In this episode:  Richard’s journey from the NHS to US private healthcare  Private healthcare vs publicly funded healthcare  Why compliance and quality come before financial performance  The growing shortage of physical therapists  Where AI is already changing healthcare operations  Why the human layer still matters  Why technology projects fail after implementation  Managing change across clinicians and healthcare teams  Software vs managed technology services  Why technology has become a strategic healthcare capability  What will and won’t change in physical therapy  The future of US healthcare reimbursement

  4. Aug 10

    From a $400 Church Room to 19 Sites, with Yoni Rosenblatt from True Sports, BOAC E#52

    Yoni Rosenblatt started True Sports Physical Therapy with almost no money, renting a room in the back of a converted church for $400 and making the clinic movable because he had no idea whether the business would survive. More than a decade later, True Sports has grown to 19 locations, with two more on the way.  In this episode of The Business of a Clinic, Jared Aron sits down with Yoni to unpack what actually has to change when a clinician-led practice becomes a multi-site healthcare business. Yoni explains why True Sports has built its model around two priorities: delivering high-level sports physical therapy and making the company the best possible place to work as a physical therapist. Central to that is a model he remains fiercely protective of: one clinician, one patient, for 45 minutes. They explore Yoni's approach to hiring and why growth mindset, communication and coachability matter more to him than an impressive CV. Yoni also explains how bringing Dr. Tim Stone into the business allowed him to begin “cloning” himself operationally, creating a leadership structure that could support new locations without making the entire organisation dependent on its founder.  The discussion moves into the infrastructure behind scale: accounting, financial oversight, administrative leadership, scheduling, insurance, patient intake and the systems required to keep clinical and non-clinical teams aligned. A major theme is accountability. Yoni draws a distinction between being responsible for checking boxes and being accountable for getting an outcome. As the business grows, every important patient and operational process needs a clear owner. Without that ownership, tasks inevitably fall through the cracks.  Yoni also shares the areas he believes clinics should scrutinise most closely, including accounts receivable, cancellations and the gap between a patient booking an appointment and actually attending it. Jared and Yoni discuss why traditional marketing attribution can obscure what happens further down the patient journey and why clinic leaders need their own operational view of performance. The episode closes with a discussion about AI, automation and the future of physical therapy. Yoni wants to automate anything that takes clinicians away from patients, but not the human interaction itself. His experience with telehealth during COVID reinforced his belief that coaching, motivation, observation and understanding what makes an individual patient “tick” are difficult to separate from being physically present with that person.  It is a conversation about what scaling a healthcare business actually requires: less founder dependency, clearer accountability, better systems, stronger leadership and knowing exactly which parts of the patient experience should never become operational noise.

  5. Aug 6

    Doctors Became the Product. Clinics Became the Distributors, with Oli Capel of Medico Digital E51 BOAC

    In this episode of The Business of a Clinic, Jared Aron speaks with Oli Capel, founder and CEO of Medico Digital, about how patients discover private healthcare and why AI is changing the relationship between clinicians, clinics and their brands. Oli shares how his career in healthcare communications began at Spire Healthcare, where he helped consultants improve their online presence. That early work developed into Medico Digital, a specialist healthcare marketing agency supporting individual practitioners, clinics, hospitals and healthcare organisations in the UK and Australia. The conversation explores why healthcare has been slow to adopt relatively established technology such as online booking, CRM systems and reliable marketing attribution. Jared and Oli discuss the fragmented systems used by many clinics, the difficulty of connecting marketing activity to booked treatment and what happens when patient enquiries reach an overstretched front desk. They also examine how AI is transforming patient search behaviour. Instead of researching conditions through multiple websites and choosing a clinic first, patients can now ask an AI platform to recommend a particular specialist. This places greater value on the visibility, reputation and digital credibility of individual clinicians. As Oli explains, consultants and specialists are increasingly becoming the products patients actively search for, while clinics risk becoming the distributors through which those practitioners deliver care. For clinic groups, this makes consultant retention, practitioner reputation and the relationship between the clinician’s brand and the clinic’s brand increasingly important. Jared and Oli also discuss whether every doctor needs to become a social media personality. Oli argues that most clinicians do not need to become influencers. Instead, they should focus on getting the fundamentals right: accurate online information, strong patient reviews, useful website content, transparent pricing and a clear route to booking. The episode closes with a discussion about clinic consolidation and digital infrastructure. Oli explains why maintaining dozens of disconnected brands, websites and booking journeys can create unnecessary cost, inconsistent data and weaker visibility in both traditional and AI search. For growing groups, a clearer brand structure and consolidated digital infrastructure may become an important source of operational and commercial value. Topics discussed include:  Oli’s journey from Spire Healthcare to founding Medico Digital  Why healthcare remains slow to adopt digital technology  Online booking, fragmented data and marketing attribution  What happens after a patient submits an enquiry  Whether clinics need heavyweight CRM systems  How AI is changing healthcare search and patient behaviour  Why patients increasingly search for named clinicians  Doctors as products and clinics as distributors  Consultant brands, reviews and digital credibility  Why most clinicians do not need to become influencers  The role of social media in healthcare marketing  Search-led versus social-led patient acquisition  Consolidating websites, booking systems and clinic brands  The future of healthcare marketing and digital infrastructure

  6. Aug 3

    Why Clinic Owners Shouldn’t Build Their Own Software, PMS Is Not a Silver Bullet, E50 with Jared Aron

    Practice management software, EHRs and electronic medical records have helped bring healthcare into the modern era. But problems begin when clinics expect one platform to manage clinical records, marketing, accounting, patient communication and every part of the front office. In Episode 50 of The Business of a Clinic, Jared Aron, founder of Coherent, explains why clinic technology should be used for clearly defined jobs—not treated as an all-in-one solution. Jared and Sean discuss why clinics often end up with a fragmented stack of practice management systems, CRMs and spreadsheets, and why technology needs to create measurable changes in revenue, costs and profitability rather than simply promising to save employees a few minutes. They explore why the “buy and smash” model of healthcare consolidation is being replaced by a greater focus on genuine operational transformation. For clinic groups and investors, innovation only becomes valuable when it improves the P&L. The episode also examines the rise of clinic owners building their own software using AI and vibe-coding tools. Jared explains why simple experimentation is very different from building secure, reliable systems that handle patient information, payments and healthcare communication at scale. The conversation covers:  Why practice management software cannot solve every clinic problem  The operational cost of disconnected software and spreadsheets  Why efficiency needs to translate into P&L improvement  The difference between healthcare provision and software development  Reliability, security and maintenance in healthcare technology  Why the patient experience continues after someone leaves the clinic  Coherent Engage and patient engagement done for you  Traditional CRM versus agentic patient relationship management  The many stages where clinics lose patients  The opportunities and risks created by AI  The vulnerable world hypothesis and responsible innovation Jared also shares several people and ideas that have influenced how he approaches ambition, storytelling, technology and the responsibility of building AI systems for healthcare.

  7. Jul 30

    Good Ethics, He Says, Is How You Win Bigger Returns | David Porter, Apposite Capital, BOAC #49

    In this episode of The Business of a Clinic, Jared speaks with David Porter, Partner at Apposite Capital, a healthcare-focused private equity firm investing across healthcare services, life sciences, social care, diagnostics, tools, and other healthcare businesses. David shares his journey from chemistry and biochemistry into financial services, corporate finance, private equity, and eventually Apposite Capital. He explains how the firm thinks about healthcare investing, why it focuses only on companies with revenues, and how it helps smaller healthcare businesses scale through professionalisation, digitisation, automation, governance, internationalisation, and both organic and inorganic growth. The conversation explores one of Apposite’s core beliefs: there is no compromise between strong investor returns and high-quality, ethical, impactful healthcare businesses. David explains why quality is not just a moral position, but also a commercial advantage, and how improving quality can turn around underperforming healthcare companies. Jared and David also discuss the private equity view of healthcare provider operations, including dentistry, imaging, social care, and multi-site healthcare businesses. They explore why clinic groups need to improve every part of the business, from local patient experience to central office efficiency, HR, finance, marketing, procurement, automation, and governance. They also go deep on AI, robotics, healthcare economics, reimbursement models, international expansion, and why healthcare models that work in the UK or Europe may fail in the US if the economics do not align. David explains why AI and robotics will change healthcare, but why human-in-the-loop systems, sensible adoption, governance, guardrails, and patient acceptance will determine how quickly that future arrives. In this episode David’s journey from chemistry and biochemistry into private equityHow Apposite Capital thinks about healthcare investingWhy the firm focuses on healthcare companies with revenuesScaling smaller healthcare businesses through professionalisationThe role of digitisation, automation, governance, and internationalisationWhy quality and investor returns do not need to be in conflictHow better care can become a commercial advantageTurning around underperforming healthcare businessesThe private equity view of healthcare provider operationsDentistry, imaging, social care, and multi-site healthcare businessesWhy transformation has to touch every part of the businessOrganic growth, acquisitions, and value creation plansWhy reimbursement models shape healthcare strategyThe difference between UK, European, and US healthcare economicsWhy some healthcare models do not export internationallyAI, robotics, and the future of healthcare proceduresHuman-in-the-loop systems and patient operationsWhy AI adoption needs guardrails, governance, and ROI disciplineHow one high-profile AI mistake could slow healthcare adoptionKey idea In healthcare investing, quality is not separate from commercial performance. The strongest businesses are often the ones that deliver better care, operate more efficiently, and build enough trust and impact to become difficult for competitors to ignore. About the show The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience.

  8. Jul 26

    The Human Side of Selling and Scaling a Clinic | Teresa Harvey #48

    In this episode of The Business of a Clinic, Jared speaks with Teresa Harvey, an osteopath based in Glasgow who has spent 30 years in clinical practice and built a four-clinic osteopathy group in Scotland, which she has recently sold to join a larger MSK group. Teresa’s journey began in nursing, where she specialised in neuro and spinal care before moving into osteopathy. She explains why she was drawn to a more holistic model of healthcare, how osteopaths think beyond isolated symptoms, and why understanding a patient’s full history can completely change the way care is delivered. The conversation explores what it really means to manage a patient, not just treat them. Teresa shares why her clinics spend an hour on initial assessments, how they set short-, medium-, and long-term goals, and why expectation-setting is one of the most important skills new clinicians need to learn. Jared and Teresa also discuss retention, recall, cancellations without rebooking, patient responsibility, scripts for practitioners and reception teams, and why the language of the clinic shapes the patient experience. Teresa explains how her team built a strong community feel, where patients consistently describe feeling listened to, heard, and cared for. They also go into AI, including AI telephone answering, note-taking tools, and where technology can genuinely improve patient care without making the experience feel robotic. Teresa shares how AI can help clinicians make more eye contact, listen more actively, and reduce administrative friction, while still preserving the human relationships at the centre of care. Finally, Teresa reflects on the process of preparing for and completing a clinic sale, what made her choose the right group to join, how due diligence felt, and why joining a larger group has helped unlock growth, marketing, HR, legal support, clinic expansion, and new community-based services. In this episode Teresa’s journey from nursing to osteopathyWhy holistic care changes the patient experienceReductionist medicine vs whole-person careWhy osteopaths often act like healthcare detectivesThe importance of one-hour initial assessmentsManaging patients vs simply treating symptomsSetting expectations around recovery timelinesWhy new clinicians need mentoring on patient managementRetention, recall, and cancellations without rebookingHow scripts can help teams communicate with confidenceMaking clinic communication feel authentic, not roboticBuilding a clinic culture around trust, values, and communityUsing AI telephone answering without losing the human touchAI note-taking and helping patients feel heardPreparing a clinic group for saleChoosing the right group to join after acquisitionDue diligence, systems, accounts, and operational readinessHow joining a larger group supported marketing, HR, legal, and expansionWhy face-to-face care, touch, trust, and human connection still matterKey idea A clinic can become a sellable asset without losing what made it special. The strongest clinics are built on systems, standards, trust, patient communication, and a clear sense of human care. About the show The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience.

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About

The Business of a Clinic (BOAC) is a podcast for private healthcare leaders who want to run not just a great clinic, but a great business. Each episode explores the overlooked commercial side of healthcare — how to grow revenue, improve patient retention, fill empty calendars, and build high-performing front-office teams. Hosted by the team at Coherent and led by founder Jared Aaron, we sit down weekly with clinic owners, practice managers, and industry experts to unpack the real challenges behind no-shows, cancellations, and disengaged patients, and share practical frameworks and playbooks that any clinic can apply. If you’re a private healthcare operator such as dentist, aesthetic practitioner, chiropractor, physio, or private GP looking to bridge the gap between excellent care and effective business operations, this is your roadmap to running a clinic that thrives — for your patients, your staff, and your bottom line. The show is hosted by Coherent: Coherent Healthcare is a Clinic Revenue Winback company, helping private healthcare practices unlock hidden revenue. By rebooking no-shows, cancellations, and lapsed patients — and by simplifying how clinics collect payments — Coherent enables practitioners to fill their diaries, improve cashflow, and focus more on patient care.

Information

  • Creator
    Jared Aron
  • Years Active
    2025 - 2026
  • Episodes
    50
  • Rating
    Clean
  • Copyright
    © 2026 The Business of a Clinic (BOAC)
  • Show Website
    The Business of a Clinic (BOAC)