The Business of a Clinic (BOAC)

 In this episode of The Business of a Clinic, Jared speaks with Bruno, a physio and clinic founder/director, about the honest reality of building a clinic when the business model, the team, and the founder’s mindset are not where they need to be.Bruno started like many clinicians do: as a sole trader who had learned how to be a physio, but not how to run a business. Over time, he built a team and the clinic was profitable, but COVID exposed how fragile the model really was. The business started to crumble, and Bruno describes reaching a point where the clinic was heading toward a crash.This is one of the most candid BOAC conversations so far. Bruno talks openly about anxiety, poor sleep, avoiding the numbers, and using video games as a coping mechanism while things were going wrong in the business and in his personal life.The turning point came when he finally asked for help and joined Thrive Business Coaching. At first, he focused on tactics and checklists. But the real change came when he started working on mindset, self-worth, and the beliefs that were stopping him from changing. He shares why he tried to leave the programme just before his breakthrough, how a seven-day gratitude exercise helped shift his self-worth, and why he now believes many clinic owners are more afraid of success than failure.Jared and Bruno also discuss the operational side of the turnaround: rebuilding the team, hiring around core values, choosing providers more carefully, using transparency as a filter, measuring KPIs, fixing leaky buckets, and moving patient recall work away from therapists who were not wired to do outreach.They also talk about why emails and SMS were not enough to bring patients back, how specialist recall support helped re-engage old patients, and why freeing clinicians from admin-heavy follow-up can help them focus on the clinical work they are trained to do.The episode closes with Bruno’s next chapter: a planned flagship site between Waterloo and Canary Wharf, with treatment rooms, a rehab room, and a Pilates studio designed to support continuation of care. For Bruno, the bigger vision is not just more appointments or more sites. It is helping people live well for longer.In this episodeStarting as a sole-trader physiotherapistWhy clinicians are not taught how to run a businessHow COVID exposed weaknesses in the clinic modelAnxiety, avoidance, poor sleep, and gaming as a coping mechanismAsking for help before the business crashedJoining Thrive Business CoachingWhy tactics and checklists were not enoughThe mindset work behind the turnaroundTrying to quit just before the breakthroughSelf-worth and the seven-day gratitude exerciseWhy some clinic owners fear success more than failureRebuilding almost the entire teamHiring around values and mindsetWhy only one team member stayed through the changeChoosing external providers through transparency and shared valuesWhy clinic owners need to measure the right KPIsFixing leaky buckets inside the businessWhy software recalls were not enoughBringing back patients from years agoWhy therapists are not always the right people to do follow-up callsHow specialist recalls can free up clinical timeThe hidden cost of admin work in MSK clinicsThe plan for a new flagship sitePilates, rehab, and continuation of careHelping patients live well for longerKey ideaA clinic turnaround is not just about systems, strategy, or marketing. Bruno’s story shows how much depends on mindset, self-worth, team alignment, values, measurement, and the willingness to face the parts of the business that are easiest to avoid.About the showThe 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. 

What does healthcare AI look like 12, 24 or 36 months before it reaches the mainstream?Pablo, partner at GoHub Ventures, joins Jared to explain how an early-stage investor thinks about the next generation of digital health companies. GoHub is investing around six to ten companies a year, and Pablo says roughly 80% of the fund is set to focus on digital health.But more AI does not necessarily mean better healthcare technology.Pablo explains why many horizontal AI products look increasingly similar, why highly vertical solutions can become difficult to scale, and why he believes AI-enabled services could offer a more compelling model for private healthcare: using AI for leverage while developing enough depth to understand how the clinic actually operates.They also explore the infrastructure underneath successful AI adoption. A clinic can connect a tool to its systems quickly, but if its data, workflows and operating procedures are not ready, the promised efficiency can disappear into hidden implementation and verification costs.The conversation then turns to how investors make decisions. Pablo shares how GoHub uses customer conversations, technical advisers, pattern recognition and market signals to form conviction, and why investing at pre-seed often means evaluating the people behind a company before there is enough technology to evaluate.Finally, they look ahead to the next 12 months: data readiness, operational efficiency and patient-facing workflows are areas Pablo expects to keep accelerating, while clinical applications will continue to move at different speeds depending on regulation and the underlying medical problem.A conversation about healthcare AI after the hype: what has defensibility, what creates real value inside a clinic, and what investors believe is coming next.

In this episode of The Business of a Clinic, Jared speaks with Dave Gaspar, CEO of SmilePartners, a dental support organisation with 130 offices across seven states.Dave’s career has taken him across two different but surprisingly connected areas of healthcare: veterinary hospitals and dental clinics. Before becoming CEO of SmilePartners, he worked at Banfield Pet Hospital, then Pacific Dental Services, before moving from COO to CEO at SmilePartners.That journey gave Dave a deeply operational view of what makes clinics work. He has spent time in the field, inside practices, alongside clinicians, front office teams, dental assistants, veterinarians, and dentists. His perspective is that successful retail healthcare is not necessarily complicated, but it is hard. Clinics need providers, patients, care delivery, and payment. The challenge is that human beings sit inside every part of that system.Jared and Dave discuss the similarities and differences between veterinary medicine and dentistry, including patient communication, insurance, payment, emotional decision-making, treatment acceptance, and the role of empathy. Dave explains why veterinary medicine taught him so much about trust, especially because the patient cannot speak for themselves and the family has to make decisions on their behalf.They also explore what it means to scale a dental group without losing touch with the frontline. Dave shares why he believes leaders need to spend time in the operatory, understand how dentists think, learn the insurance side of the business, and stay close to the clinical and non-clinical realities that shape the patient experience.The conversation also covers hiring and onboarding dentists, moving from COO to CEO, reducing friction across a large group, and how to evaluate new technology and AI. Dave’s framework is simple: does it help the patient, the clinician, the team, and the business? If technology does not reduce friction across those areas, it may create more problems than it solves.The episode closes with one of Dave’s most important leadership lessons: slow down, build the relationship, align on the why, and do not disappear when things get difficult. In a healthcare world increasingly focused on automation, Dave’s view is that people, trust, communication, and relationships still sit at the centre of great clinics.In this episodeDave’s journey from veterinary hospitals to dental group leadershipSmilePartners and scaling to 130 offices across seven statesWhat dental clinics can learn from veterinary medicineWhy retail healthcare depends on reducing frictionThe difference between dental insurance and veterinary payment modelsWhy veterinary medicine can be more emotionally chargedPatient communication when the patient cannot speak for themselvesEmpathy, sympathy, and trust in healthcare decisionsWhy clinic success is simple, but not easyThe four things every successful dental or vet clinic needsProviders, patients, treatment delivery, and paymentWhy human beings make every process harder to executeLearning dentistry from inside the operatoryWhy leaders need to understand the front lineTreatment acceptance and motivating patients before pain startsHiring, onboarding, and supporting new dentistsBeing shoulder to shoulder with cliniciansMoving from COO to CEOWhy Dave’s role now is to reduce friction at scaleHow to evaluate technology and AI in healthcarePatient, clinician, team, and business impactWhy explaining the “why” matters before rolling out changeAI receptionists, verification tax, and hidden frictionWhy healthcare still needs people, even as automation growsThe leadership lesson Dave learned in veterinary medicineWhy showing up during hard moments builds trustKey ideaGreat clinics are not built by technology alone. They are built by people who reduce friction, explain the why, stay close to the frontline, and build enough trust to help patients, clinicians, and teams move forward together.About the showThe 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.

In this episode of The Business of a Clinic, Jared speaks with Steven Lynch, CEO of Total Dental Ireland.Steven’s route into dental group leadership was not conventional. He began in accounting and finance, trained as a chartered accountant, worked at BDO, moved into banking, and then found his way into dentistry through a tooth-whitening distribution business.After that, he co-founded MedAccount Services, an accountancy firm focused on dentists, which grew to serve around 35% of the dental market in Ireland. That experience gave Steven a rare view into the business side of dentistry: where practices succeed, where owners struggle, where systems break down, and where consolidation can help.After meeting Lonsdale, Steven stepped out of MedAccount and into the CEO role at Total Dental Ireland. The group has grown to 10 sites, with more in exclusivity and a target to reach over 20 practices in the near term.The conversation explores what Steven looks for when acquiring dental practices. He is not interested in commodity dentistry or purely high-street volume. Instead, he looks for quality, conservative dentistry, returning patients, community focus, loyal teams, and practices where patients trust the clinicians enough to bring their families back.Jared and Steven discuss the practical realities of buy-and-build healthcare: integration, compliance, regulation, central teams, regional managers, practice managers, culture, systems, and what should and should not change after acquisition. Steven explains why Total Dental Ireland does not rebrand practices, why he prefers to promote internal practice managers rather than impose outsiders, and why the central team exists to remove burdens from dentists so they can focus on clinical work.They also discuss AI in dentistry, including virtual assistants, AI note-taking, imaging as a second opinion, digital consent, PMS systems, cloud software, patient communication, verification risk, and why Steven sees AI as a tool to support dentists and front-of-house teams rather than replace them.The episode closes with Steven’s view on the future of dentistry in Ireland: more consolidation, larger practices, more in-house services, safer and more modern environments, and a patient experience built around trust, community, and quality rather than commodity care.In this episodeSteven’s journey from accounting and finance into dentistryTraining as a chartered accountant and working at BDOLeaving banking for a tooth-whitening distribution businessHow a lost agency opened the door to dental accountingCo-founding MedAccount ServicesServing around 35% of the dental market in IrelandMeeting Lonsdale and stepping into Total Dental IrelandGrowing to 10 sites, with more in exclusivityWhy the first five practices were the hardestBuilding a central team around operations, clinical leadership, people, and M&AWhat Steven looks for in a dental acquisitionWhy dentistry should not become a commodityConservative dentistry, maintenance, and returning patientsBuying practices with history, community, and trustWhy Total Dental Ireland does not rebrand acquired practicesCompliance and regulation as the first integration priorityBuilding an internal web portal for practice tasksPromoting practice managers from inside the teamRemoving the ownership burden from dentistsWhat Steven learned from seeing the Irish dental market at scaleWhy over-centralisation can failPractice manager learning days and group-wide trainingEthical sales in dentistryHow Total Dental Ireland thinks about AIVirtual assistants and front-of-house patient experienceAI note-taking and digital consentAI imaging as a second opinionWhy AI should reduce risk, not replace dentistsThe verification tax of AI receptionWhy missed calls matter in dental practicesCloud PMS, digital scanners, and practice-level choiceKeeping practices community-focused while scalingThe future of dental consolidation in IrelandSafer, more modern, full-service dental practicesKey ideaSteven’s view is that dental consolidation should not turn dentistry into a commodity. The strongest groups will preserve the trust, history, and community feel of local practices while adding the systems, compliance, technology, and support that help dentists focus on care.About the showThe 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.

In this episode of The Business of a Clinic, Jared speaks with Jonathan, a podiatrist, clinic leader, and director of a podiatry and sports therapy practice near Birmingham.Jonathan’s journey into podiatry started unusually early. At 16, he had an ingrown toenail treated and remembers the immediate difference it made to his life. That experience shaped his decision to become a podiatrist, because he saw how quickly podiatry could improve someone’s pain, mobility, and quality of life.After training in Southampton and working in the NHS, Jonathan moved into private practice and built his own clinic in Tamworth. Twenty years later, the practice has evolved from a one-person operation into a team-based clinic built around podiatry, sports therapy, MSK care, technology, training, patient experience, and community relationships.The conversation explores what it really takes to move from clinician to clinic leader. Jonathan explains why many clinicians are never trained to run a business, why private healthcare has matured, why podiatry practices often undercharge, and why charging properly is necessary if you want to invest in your team, your equipment, your training, and the patient experience.Jared and Jonathan also discuss the shift from self-employed associates to an employed team model, and why that changed the culture of the clinic. Jonathan shares how he thinks about trust, vulnerability, cross-referrals inside the team, weekly training, team alignment days, and building a culture where practitioners can ask each other for help without ego or embarrassment.A major theme of the episode is growth outside the clinic walls. Jonathan explains how lessons from working on a fruit and veg market stall shaped his approach to building relationships. He talks about local businesses, sweet shops, running shops, football clubs, PTA nights, leaflets, free treatment vouchers, and why clinic owners need to “go where the buffalo are” instead of relying only on digital marketing.The episode is a practical look at how clinics grow through trust: trust with patients, trust inside the team, and trust across the local community.In this episodeJonathan’s journey from NHS podiatrist to private clinic ownerHow an ingrown toenail at 16 shaped his careerBuilding a podiatry clinic in Tamworth over 20 yearsWhy private practice was not really taught to cliniciansHow podiatry, sports therapy, MSK, and technology came togetherMoving from self-employed associates to an employed teamWhy clinic owners often burn outWhy many podiatry practices underchargeCharging enough to invest in training, equipment, and experienceImproving the clinic environment and first impressionsWeekly training, CPD, and internal team developmentBuilding a vulnerable culture where people ask for helpCross-referring patients to the right practitioner inside the teamWhy good clinic is good businessUsing reviews, rebooking, and feedback to spot training needsTeam alignment days and building culture outside the clinicHiring mistakes and letting candidates test-drive the clinicWhy staff retention depends on career developmentLearning relationship-building from a fruit and veg market stallConnecting with local businesses, GP surgeries, and community groupsThe sweet shop referral storyWhy clinic owners should give first and build trustBuilding symbiotic relationships with local partnersWhy local networking still matters in a digital marketing worldThe PTA night that helped launch a clinicWhy clinic owners need to “go where the buffalo are”Key ideaClinic growth is not only built through ads, websites, or digital funnels. Jonathan’s story shows how much growth can come from trust, community, team culture, local relationships, and consistently showing up where patients and partners already are.About the showThe 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.

In this episode of The Business of a Clinic, Jared speaks with Lane Theriault, CEO of Independence Dental.Lane started his career as an investment banker at Citigroup before moving into dental consolidation. After helping launch 123Dentist in Canada, he moved to the U.S. to build Independence Dental, which has grown from 8 practices at the end of 2020 to around 80 practices today.The conversation explores how Independence Dental thinks about scaling differently from a traditional DSO. Instead of forcing every clinic into one rigid playbook, Lane describes a supported autonomy model where successful practices keep control of their clinical and business identity while gaining access to group-level support.Jared and Lane discuss what dentists actually want after acquisition, including recruiting support, marketing accountability, revenue cycle management, payroll, procurement, and operational infrastructure. They also go deep on why marketing alone does not fix growth if the practice has a “leaky bucket” at the point of call handling, conversion, diary capacity, and patient retention.Lane also shares how Independence Dental is approaching AI. Rather than treating AI as a single product or outsourcing everything to vendors, the group is building an internal culture of AI, where people closest to the operational problem can build tools for their own workflows.They discuss custom apps, knowledge bases, coding agents, PHI, BAAs, AI receptionists, patient trust, and why transparency matters when patients interact with AI.The episode closes with Lane’s view on what will and will not change in dentistry. Customer service, relationships, and trust will remain central. But labour shortages and automation may change how care is delivered, including the possibility of robots completing tasks like crowns in the future.In this episodeLane’s journey from Citigroup to dental consolidationLaunching 123Dentist in CanadaBuilding Independence Dental from 8 to around 80 practicesWhy Independence Dental chose a supported autonomy modelHow DSOs can support practices without removing local identityWhat dental owners actually want after acquisitionRecruiting support in a difficult dental labour marketMarketing accountability and holding vendors responsibleWhy marketing spend fails when patient handling is weakThe leaky bucket problem in dental practicesCall conversion, diary capacity, and new patient flowWhy consensus matters in a partner-led dental groupHow Independence Dental thinks about organic growthBuilding custom tools instead of only buying softwareCreating a culture of AI across the organisationWhy people closest to the problem should help build the solutionBuy vs build decisions in healthcare technologyRevenue cycle management and automationAI receptionists, transparency, and patient trustPHI, BAAs, compliance, and security requirementsKnowledge bases, organisational context, and AI workflowsLane’s four steps for AI transformationWhat will change in dentistry over the next decadeWhat will not change: service, relationships, and trustDental robots and the future of clinical workKey ideaThe future of dental groups may not be one rigid playbook. Lane’s view is that the strongest model is one where successful practices keep their autonomy, while the group provides the infrastructure, systems, support, and technology that help them grow.About the showThe 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.

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.

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.

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

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.

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

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. 

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 episodeDavid’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 ideaIn 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 showThe 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. 

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 episodeTeresa’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 ideaA 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 showThe 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. 

 In this episode of The Business of a Clinic, Jared speaks with Tim Allardyce, UK-based physiotherapist, osteopath, founder of Surrey Physio Group, and clinical director of Rehab My Patient.Tim’s story moves from private practice and clinic ownership to software, AI, property, NHS work, and most recently, summiting Mount Everest. He shares how a chance meeting with a Sherpa in Scotland planted the idea of Everest, why it took years of preparation, and what climbing at altitude teaches about discipline, resilience, and preparation.The conversation then moves into the business of MSK. Tim explains how he started his first clinic after failing to find the right job, why his entrepreneurial mindset began long before healthcare, and what it really feels like to build, buy, grow, and survive clinics over time.Jared and Tim discuss the hard parts of clinic ownership: landlords, leases, staff betrayal, sleepless nights, buying property, building senior teams, and learning how to move from doing everything yourself to building infrastructure that can scale.They also go deep on technology and AI in physiotherapy. Tim explains how Rehab My Patient evolved into an AI-powered exercise prescription platform, where AI is genuinely useful today, where the hype gets ahead of reality, and why private practice physiotherapy is still fundamentally safe because patients still want human care, human touch, and human judgement.In this episodeHow Tim went from physiotherapist to clinic ownerThe story behind summiting Mount EverestWhy Everest takes years of preparationStarting a clinic after failed job applicationsThe mindset behind becoming the bossThe realities of buying and growing clinicsLandlords, leases, property, and clinic ownership riskWhy Tim started buying clinic premisesMoving from chaos to stability as a clinic ownerWhy “it’s always something” in healthcare businessBuilding a senior team that reduces founder stressHiring the right managers and trusting the right peopleThe rise of private equity in physiotherapyBuilding Rehab My PatientAI-powered exercise prescriptionWhere AI is useful in physiotherapy todayWhy AI still needs human checkingThe risks of AI receptionists and broken booking flowsWhy private practice physio is not being replaced by AIWhat Tim would do differently if he started againKey ideaClinic growth is not just about more sites, more patients, or more technology. It is about resilience, infrastructure, people, property, systems, and knowing where human care still matters most.About the showThe 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. 

Can a dental practice owner sell part of their business without surrendering its culture, identity or day-to-day control?In this episode of The Business of a Clinic, Jared Aron speaks with Mark Aichroth, co-founder and CEO of DeNovo Dental Partners, about a different model for dental consolidation: shared ownership.Mark’s career has taken him from 10 years as an officer in the British Army to hospital administration with Humana and HCA, health insurance, the early team at Circle and, eventually, dental acquisitions. Those experiences shaped his belief that healthcare businesses work best when clinicians have genuine ownership and influence.Mark explains how DeNovo grew to 16 practices, approximately £24 million in revenue and more than 300 employees. He breaks down how its partnership structure works, including its combination of cash and parent-company shares, incentives for EBITDA growth and the balance between practice autonomy and financial accountability.Jared and Mark also discuss why the traditional “buy, combine and sell” rollup model is becoming less effective, why simply acquiring more practices is vanity without operational growth, and how shared ownership can improve culture, succession and staff retention.They cover: How military leadership translates into healthcare  Earning trust and credibility with clinicians  Building a dental group from an idea  The economics of shared ownership  Why dentists resist top-down consolidation  Practice autonomy and EBITDA accountability  Shared services and dentist-led knowledge sharing  Staff ownership and retention  Measuring clinical excellence  What makes a dental practice attractive to DeNovo  The importance of chemistry during an acquisition  DeNovo’s ambition to grow beyond 100 practices  AI, digital imaging and the future of dentistry A conversation for dental practice owners, healthcare entrepreneurs, investors and operators looking for a more durable way to build healthcare groups.

In Episode 45 of The Business of a Clinic, Jared Aron, founder of Coherent, explores why the business side of healthcare is still so operationally fragile.Jared begins with a story from his own clinic: four separate systems, none of them speaking to each other, and a senior team member spending days every month tying everything together in Excel. From there, he explains why this is not a small-clinic problem — even sophisticated healthcare providers are still running major parts of the business through exports, spreadsheets, and manual reconciliation.The conversation then turns to the front desk. Jared reflects on the mistake many clinic owners make: assuming the front desk is a single role, when in reality it becomes 50 or 60 jobs at once. Reception, hospitality, stock checks, social media, cancellation recovery, patient follow-up, and diary management all get layered onto the same team — then owners wonder why patients slip away.Jared and Sean also discuss why “we have a system” often falls apart after a few follow-up questions, why operational gaps get worse as clinics scale from one site to many, and why durable revenue growth depends on more than simply increasing marketing spend.Later, Jared explains the thinking behind The Business of a Clinic community, why healthcare needs more space to discuss operations and commercial infrastructure, and how Coherent Engage differs from a CRM, a Mailchimp-style automation tool, or an AI receptionist.The episode closes with a discussion on AI doctors, AI receptionists, and the future of patient support. Jared’s view is clear: the goal is not to remove the human from healthcare. The goal is to remove the administrative bloat around them, so humans can spend more time doing what matters — serving patients with empathy, judgement, and continuity.

Healthcare is in the middle of an AI gold rush.AI receptionists, AI doctors, AI agents, automated workflows — everyone is racing to move faster, automate more, and do more with data.But healthcare is different.Patient data is not just behavioural data. It is medical history, vulnerability, access to care, and trust. That makes security, governance, and accountability far more important than many people realise.In this episode of The Business of a Clinic, Sean speaks with Bharat Reddy, CTO of Coherent Healthcare (CoherentHQ.com), about AI, cybersecurity, patient data, and what healthcare can learn from bank-grade security.Before joining Coherent, Bharat was VP of Security Architecture at Morgan Stanley, where his role was to think like an attacker before the attacker arrived: reviewing systems, data flows, weak points, and the potential consequences of failure.That lens is becoming essential in healthcare.Sean and Bharat discuss legacy systems, siloed patient data, AI regulation, data sovereignty, the NHS and Palantir debate, vendor risk, and what clinic leaders should ask before trusting any AI tool with patient information.The core message of the episode is simple:AI in healthcare cannot just be powerful.It has to be secure, auditable, accountable, and built with the minimum data necessary.

In this episode of The Business of a Clinic, Jared speaks with Cameron Tudor, physiotherapist and founder of West London Physio, about what really happens when a clinician becomes a clinic owner.Cameron’s journey spans private practice in Australia, locum work in the NHS, building a clinic from one patient and one phone call, scaling to four clinics and around 50 staff, and later returning to a more focused single-clinic model.The conversation explores the hidden operational reality behind clinic growth: leases, personal guarantees, reception, bookkeeping, hiring, burnout, systems, checklists, patient follow-up, and the uncomfortable shift from being the clinician to becoming the entrepreneur.Jared and Cameron discuss why healthcare often has a logistics problem, not a clinical problem, and why efficiency should not be seen as cold cost-cutting. Done properly, efficiency allows clinicians to focus on care, gives patients a more consistent experience, and helps the business become more sustainable.They also unpack what breaks when clinics scale, why centralising culture too quickly can backfire, how SOPs and checklists protect the patient journey, and why clinic owners need to listen before trying to impose change.The episode closes with Cameron’s view on the future of MSK: rising patient demand, growing pressure on public systems, clinical care remaining deeply human, and the front desk evolving from admin processing into concierge-style patient support.In this episodeCameron’s journey from physio to clinic ownerStarting a clinic with one patient, one phone call, and a major lease liabilityWhy clinicians are often forced to become entrepreneursThe hidden jobs clinic owners inherit: receptionist, accountant, marketer, operatorWhy burnout forces clinic owners to think in systemsHow SOPs and checklists create consistencyWhy efficiency is better care, not just cost controlWho should own patient follow-up and recallWhy clinicians often resist admin-led follow-upThe tension between healthcare and “sales”What ethical selling looks like in private healthcareWhat breaks when scaling from one clinic to multiple sitesWhy listening matters when acquiring or integrating clinicsThe future of MSK and private practiceWhy the front desk may become more concierge than adminKey ideaClinics do not break because the clinical care is poor. They usually break because the systems around the care are not strong enough to scale.About the showThe 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.

Jared Aron speaks with Dale J. Atkinson, founder of Clear Signal Partners, patient advocate, entrepreneur, and writer of The Life Organic.Dale shares his personal experience of receiving a terminal cancer diagnosis, navigating the healthcare system, building a care team around him, and learning how much communication, coordination, trust, and self-advocacy matter when the patient journey becomes complex.Jared and Dale discuss what it means to become “CEO” of your own health journey, why patients often struggle to tell clinicians what they are doing outside standard care, how misinformation can pull vulnerable patients into dangerous online rabbit holes, and what healthcare providers can do to create safer, more supportive patient relationships.They also explore AI in healthcare, AI doctors, ambient scribing, human oversight, regulation, and why the future of healthcare should not be built around efficiency alone.Disclaimer: The views expressed are the guest’s own. This conversation reflects personal experience only and is not medical advice. Always consult a qualified clinician before making treatment decisions.In this episode:Dale’s personal experience as a patient and patient advocateWhy patients need better support outside the clinic roomThe communication and coordination burden placed on patientsWhy patients do not always disclose what they are doing outside standard careThe risk of online medical misinformationAI doctors, ambient scribing, and human oversightWhy great patient care is also great business

In this episode of The Business of a Clinic, Jared Aron speaks with Tim Wright, CEO and founder of Zoes, about the future of health tech, clinic tech, AI, and private healthcare.Tim has worked across the healthcare ecosystem as a physiotherapist, in elite sport, as a clinic founder, through acquisition, and now as an advisor and commercial partner to health tech, digital health, med tech, and clinic tech companies.Together, Jared and Tim explore what is changing in healthcare right now, from GLP-1s and neurodiversity to hybrid care models, AI, patient engagement, and the operational systems clinics need to run better businesses.They also discuss why selling into healthcare is so difficult, why trust and governance matter so much, and why even great products can fail if they are not ready for the realities of healthcare go-to-market.The conversation also goes deep into clinic operations: why many clinics have valuable data they are not using, why clinicians are often forced to become business owners without being trained for it, and why the future of clinic growth is not just better technology, but technology that makes the patient experience more human.For clinic owners, operators, founders, and healthcare leaders, this episode is a practical look at where private healthcare is heading next — and what it will take to build clinics that are more efficient, more profitable, and better for patients.

This video is about Event multicam projectWhat really drives the value of a clinic, what quietly erodes it, and what it takes to sell well? We brought together clinic founders, operators and the buyers and financiers who assess clinics for a living, for an honest evening on building a practice worth buying.Recorded live at The King's Fund, Cavendish Square, London.Panellists: Simon Devane, CEO, Pure Sports Medicine Andrea Agnolio, Co-CEO & COO, Skingevity Joëlle Rotsaert, Founder, Injectual Enrico Ghio, Co-CEO & CFO, Skingevity Stephanie Demetriou, CEO, NAMMA Studio Shaima Villait, Co-Founding Partner, Chelsea Medics Hosted by Jared Aron, with an opening from Thandi Rose (Coherent)What you will learn: The difference between being patient-obsessed and customer-obsessed, and why it shows up at the end of the month Hiring and culture: why founders hire on "vibes", and how one bad apple can undo a team Greenfield versus acquisition, and what it really takes to integrate a clinic you have bought Why exit preparation should start two to three years out, and how to reduce dependence on the lead practitioner How buyers actually value a clinic: EBITDA multiples, recurring revenue, growth and concentration risk, and why intangibles show up in the numbers Reducing uncertainty and friction in a deal, keeping your data clean, and the real post-sale experience Coherent's "leak stoppers": the Sarah versus Sara data problem, why outreach needs to be 10x not 10%, and why the front desk is not a sales deskChapters: 00:00 Welcome 01:45 Why this room matters 07:30 Live audience poll: the pipe check 08:20 Panel 1: Operations, building a clinic worth buying 41:35 Panel 1: audience Q&A 53:20 Break 53:37 What the room told us: poll results 59:25 The better playbook for clinic growth 1:08:30 Panel 2: The Sale, what actually moves value at exit 1:36:35 Panel 2: audience Q&A 1:42:25 Closing thoughts and community 1:45:50 Live demo: AI and human patient coordinationCoherent helps clinics grow and run better. Learn more: https://coherenthq.comJoin our next event: https://coherenthq.com/events Join our LinkedIn group for clinic owners: https://www.linkedin.com/groups/17504048/ Listen to our podcast, The Business of a Clinic, wherever you get your podcasts.#ClinicOwners #ClinicGrowth #HealthcareLeadership #ExitStrategy #PrivateHealthcare #Aesthetics #Physiotherapy #Dentistry

In this episode of The Business of a Clinic, Jared Aron speaks with Dr. Geoff Gamble, chiropractor and co-founder of Niagara Health Rehab Center, a large multidisciplinary rehab clinic in Canada.Geoff shares the honest story of how NHRC grew from four practitioners and 4,000 square feet into a much larger clinic team — but not in a straight line.After several years of organic growth, the clinic hit a difficult breaking point. Staff turnover reached 85%, growth flatlined, the business started to regress, and Geoff and his team were even considering closing the clinic.What changed was the way they looked at the business.Geoff talks about the transition from clinician to clinic entrepreneur, the mistake of assuming the clinic would “run itself,” and the importance of learning business fundamentals: P&Ls, metrics, utilization, hiring, culture, and patient reactivation.He also shares how the pandemic became an unexpected reset point for NHRC, helping the team rebuild operations, rethink staffing, and create a more scalable business. Since then, the clinic has quadrupled gross revenue and significantly expanded its team.This conversation is especially relevant for clinic owners, MSK leaders, chiropractors, physiotherapists, and healthcare entrepreneurs who are trying to move from being the main practitioner in the business to becoming the leader of a clinic that can grow without depending entirely on them.In this episode, Jared and Geoff discuss:Why early clinic growth can hide weak business foundationsThe reality of going from clinician to entrepreneurHow 85% staff turnover forced NHRC to rethink the businessWhy Geoff nearly burned out as the main revenue driverThe danger of building a clinic that depends too heavily on the ownerWhat clinic owners need to understand about P&Ls, metrics and utilizationWhy culture, hiring and communication became central to the turnaroundWhat should stay in-house versus what can be outsourcedWhy patient reactivation is both a revenue problem and a care problemHow NHRC approached a cold list of around 18,000 patientsWhy “having a process” does not always mean the process is workingThe challenge of letting go of control as a clinic ownerWhat Geoff wants to improve next as NHRC continues to growThis episode is a practical look at what it really takes to rebuild a clinic business: not just better marketing or more practitioners, but better systems, stronger leadership, clearer metrics, and a deeper understanding of the patient journey.Guest: Dr. Geoff Gamble, Niagara Health Rehab CenterHost: Jared Aron, Founder of CoherentThe Business of a Clinic is a podcast about the business, operations, growth, and patient experience side of running modern private healthcare clinics.

 In this episode of The Business of a Clinic, Jared speaks with Rachna Murthy and Jonathan, two consultant ophthalmologists and oculoplastic surgeons building a highly personal private clinic across London, Jersey, and soon Bermuda and the Cayman Islands. Rachna and Jonathan share how they moved from NHS backgrounds into private practice, and why building a successful clinic is not only about clinical skill. It is about trust, teamwork, patient obsession, communication, and creating a level of care that feels deeply human. They discuss why they operate as a two-surgeon team, how that improves speed, safety, and decision-making, and why ego can be both necessary and dangerous in surgery. They also explore what “five-star medicine” really means: treating patients like people, not transactions; building long-term relationships; offering direct access through WhatsApp; and making every part of the patient journey feel considered. The conversation also covers AI, wellness, longevity, aesthetics, body dysmorphia, holistic care, gut health, skin health, and why private medicine will always remain a “feeling business.” Technology can improve efficiency, but the future of great clinics will still depend on human trust, clinical judgement, and keeping the patient relationship at the center. Rachna and Jonathan also reflect on the realities of becoming clinician entrepreneurs: starting without much capital, building through word of mouth, acquiring a clinic in Jersey, hiring around values, expanding internationally, and learning how important self-care, outsourcing, and operational discipline become when running and growing a clinic. In this episode  Why business matters in medicine  How to build a clinic around patient trust  Why clinical skill alone is not enough  The benefits of a two-surgeon team  Ego, confidence, and surgical improvement  What five-star care means in private clinics  Why direct communication changes the patient experience  How WhatsApp groups support long-term patient relationships  Body dysmorphia, expectations, and knowing when not to operate  AI, empathy, hallucinations, and the limits of automation  Wellness, longevity, microbiome health, and holistic care  Why medicine is still a feeling business  Lessons from leaving the NHS and building a private practice  Hiring around values and learning to let people go  Scaling a clinic across London, Jersey, Bermuda, and the Cayman Islands  Why self-care matters for clinician entrepreneurs Key idea Great clinics are not built on clinical skill alone. They are built on trust, team, process, communication, and the feeling patients have that someone genuinely knows them, cares about them, and is looking after them. 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. 

In this episode of The Business of a Clinic, Jared speaks with Cyrus, an investor focused on traditional services, AI-enabled businesses, and small business growth.Cyrus brings a different perspective to the podcast: not as a clinic operator, but as someone thinking deeply about how traditional businesses are bought, scaled, modernized, and supported. The conversation explores the “real economy” — the clinics, service businesses, local operators, and offline companies that underpin daily life — and why healthcare sits at the center of that opportunity.Jared and Cyrus discuss how investors think about clinic acquisitions, the difference between strategic and financial buyers, and why consolidation is not just an acquisition game. It is an integration game. They explore why acquirers need to understand the day-to-day work inside each clinic, why transformation should start from the unit level, and why patient relationships, team culture, and operational detail matter as much as the financial model.They also go deep on AI in healthcare: where it can create real efficiency, where the hype gets ahead of reality, and why AI receptionists are more complicated than simply “answering the phone.” The question is not just whether AI can do a task, but what happens next — and whether the workflow actually works in the real world of patient care.The episode closes with reflections on VC, private equity, entrepreneurship through acquisition, the importance of small operational details, and why, even in a world of automation, business is still ultimately about people.In this episode What investors mean by the “traditional economy”  Why healthcare is a major opportunity for modernization  Strategic buyers vs financial buyers  Why clinic rollups are really integration businesses  How acquirers think about unit-level value creation  Why bottom-up thinking beats top-down transformation  The importance of integrating people, culture, and patient books  Why patient relationships create value for clinics and groups  How to think about AI ROI in healthcare  Why AI receptionists are harder than they sound  The “then what?” problem in clinic automation  Why process foundations matter before AI  What changes when moving from VC to private equity  Why small operational details can become big problems  Why buying or selling a clinic still comes down to people, trust, and legacy Key ideaAI and capital can help clinics grow, but the real value is created in the details: the people, the workflows, the patient relationships, and the ability to integrate a clinic without losing what made it valuable in the first place. About the showThe 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.

Joshua Catlett bought his first private healthcare practice at around 22 years old.He started at the front desk, answering phones, making tea, fixing the website, managing the diary and learning how a clinic actually works from the inside. That first practice eventually became the foundation for BodySet, a 36-site healthcare group that went on to take private equity investment.Today, Joshua is the Founder and Managing Director of Verilo, a specialist healthcare business brokerage and advisory firm supporting clinic owners through valuation, sale, acquisition and exit planning.In this episode, Jared Aron speaks with Joshua about the real business of buying, selling and scaling healthcare clinics.They cover what buyers actually look for, why concentration risk can reduce valuation, how maintainable EBITDA is assessed, what makes a clinic genuinely exit ready, and why many owners only discover operational weaknesses when they enter a sale process.Joshua also shares stories from his own acquisition journey, including how he structured early deals, what he learned from sitting on reception, why the front desk gives you one of the clearest views of the business, and how small details such as insurance, lease terms or poor financial visibility can put an entire transaction at risk.Later in the conversation, Jared and Joshua discuss technology adoption in healthcare, the rise of AI, the pressure on clinics to become more efficient, and why online booking is still far more difficult than it should be for patients.In this episode, they discuss:Buying a private practice at 22Building BodySet into a 36-site clinic groupSelling into private equityWhat Verilo does for clinic ownersWhy selling a clinic is not just about finding a buyerThe emotional side of healthcare M&AConcentration risk and owner dependencyLease security and premises riskMaintainable EBITDA and clinic valuationWhy buyers care about data qualityThe importance of understanding the patient bodyWhy many clinic owners do not know their numbersAI, workforce transformation and operational efficiencyWhy clinics need to make booking easier for patientsWhat it means to build an exit-ready clinicThis episode is especially relevant for clinic owners, founders, healthcare operators, MSK clinic leaders, aesthetics clinic owners, dental practice owners, buyers, sellers and anyone thinking about the future value of their healthcare business.The Business of a Clinic is hosted by Jared Aron, founder of Coherent. The podcast explores how private healthcare clinics can grow by improving the business and operational side of care, including patient engagement, follow-up, retention, technology, clinic operations and the overall patient experience.

In this episode of The Business of a Clinic, Jared speaks with Oli, Director of M&A at Kinetico Health, about what makes a private healthcare clinic valuable, scalable, and ready for acquisition.Oli shares his journey from dental M&A into MSK, what he learned from the consolidation of the dental market, and why MSK is now entering a new phase of professionalisation, partnership, and group-building.The conversation explores the full M&A process: origination, heads of terms, due diligence, commercial review, legal challenges, partner onboarding, and integration. Jared and Oli discuss what acquirers actually look for in a clinic, why culture is one of the most important signals, how founder reliance affects valuation, and why recurring patient revenue matters more than new patient volume alone.They also go deep on the economics of MSK clinics: insurance vs self-pay, practitioner capacity, margin, overheads, cancellation rebooking, first-visit integrity, and why patient retention is central to organic growth.The episode closes with a comparison between dentistry and MSK: what MSK clinic owners can learn from dental practice owners about preparing for sale, and what dentists can learn from MSK operators about reducing reliance on the principal practitioner.Chapters0:00 Introduction1:00 Oli’s role at Kinetico Health1:45 Finding and onboarding MSK clinics2:30 From law to dental M&A3:40 Why working with clinic owners matters4:25 What happens after heads of terms5:00 Financial and commercial due diligence6:05 The legal process and lease issues7:20 Why M&A should not feel adversarial8:10 How clinic owners can prepare for acquisition9:05 What acquirers look for beneath revenue10:00 Why the clinic owner matters first10:45 Culture, team loyalty, and principal retention11:30 Key person reliance and founder concentration12:20 Succession planning inside the clinic13:15 The “who” behind a valuable clinic14:05 Patient body, recurring revenue, and data quality15:00 Insurance, NHS contracts, and payer mix16:20 Stroke-of-the-pen risk in healthcare revenue17:15 Insurance provider rates and profitability18:00 MSK economics vs aesthetics and dermatology19:10 Margin improvement through revenue growth20:15 Private equity stereotypes and cost-cutting21:15 Revenue growth in MSK clinics22:10 Returning patient mix and clinic performance23:05 When low retention is fixable24:00 Practitioners, treatment plans, and “sales” discomfort25:00 Helping patients commit to the right care journey26:05 The practitioner as guide, not salesperson27:15 Who owns follow-up after the patient leaves?28:25 Practitioner responsibility vs front desk responsibility29:10 Booking the next appointment before exit30:10 Patient leakage and why patients drift31:10 First-visit integrity and cancellation management32:15 Building a pipeline to backfill cancellations33:10 Same-day cancellations vs seven-day cancellations34:05 Cancellation fees, friction, and reputation34:50 Reading culture inside a live clinic36:10 Why Oli moved from dental to MSK37:15 Dental consolidation and market maturity38:20 Emotional investment in clinic partnerships39:30 Why mature M&A markets feel different40:20 Building an organic acquisition pipeline41:15 Why corporates get a bad reputation42:10 Why MSK is an exciting consolidation market43:10 Building a group from a less mature market44:00 Entrepreneur by accident: the clinic owner journey45:00 Helping practitioners get back to patients46:00 What dentistry and MSK can learn from each other47:00 How dental owners prepare for sale48:00 Getting accounts and operations exit-ready49:00 Why sellers should speak to other partners50:05 What dentists can learn from MSK owners51:00 Reducing reliance on the principal practitioner52:05 The next phase of Kinetico Health53:00 Greenfield sites, acquisitions, and group growth54:05 Integration as the foundation for growth55:00 Building systems so clinicians can focus on care55:40 Closing thoughtsThe 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.

What if your clinic’s biggest growth problem is not a lack of new patients — but the patients you already paid to acquire, consulted, and then quietly lost?In this episode of The Business of a Clinic, Sean and Jared Aron explore the hidden revenue leaks inside private healthcare clinics: failed consult progression, unrecovered cancellations, lapsed patients, weak lead follow-up, disconnected CRM/PMS data, and the temptation to “just put AI on it.”Jared explains why cost-per-lead can be a misleading metric, why consult leakage is often more expensive than billing leakage, and why patient operations teams rarely scale at the same pace as patient volume. The conversation also looks at AI receptionists, WhatsApp at scale, human-supervised patient engagement, and why clinics need to treat retention as a revenue function — not an admin task.This episode is especially relevant for clinic owners, operators, and healthcare leaders thinking about growth, patient recall, front-desk capacity, AI adoption, and how to build a more commercially resilient clinic.In this episode:Why recovering lapsed patients can beat spending more on adsWhy consult leakage is one of the most expensive problems in a clinicWhy cost-per-lead does not tell the full storyWhy patient volume scales but patient operations teams do notThe limits of AI receptionists in healthcareWhy WhatsApp becomes a technology problem at scaleHow clinics confuse marketing communication with patient engagementWhy patient recall needs ownership, data, and dedicated horsepowerWhy existing patients often re-enter the funnel as “new leads”Why CRM, PMS, and marketing data need to connect across the patient journeyKey idea:The clinic growth problem is not just acquisition. It is what happens after a patient enters the journey — whether they book, attend, progress, return, pay, and stay connected to the clinic over time.The Business of a Clinic is a podcast about the operational, commercial, and human realities of building better private healthcare clinics.Hosted by Jared Aron, founder of Coherent.

In this episode of The Business of a Clinic, Jared speaks with Janine from the Dental Recruit Network about dentistry, recruitment, staff turnover, treatment coordinators, patient recall, AI, and why dental practices lose patients they already worked so hard to acquire.Janine shares how her team achieves a 95% permanent recruitment success rate, why matching candidates to the culture of a practice matters as much as technical skill, and why the modern dental front desk has become one of the most overloaded roles in private healthcare.The conversation explores the changing role of reception, the rise of the treatment coordinator, why “sales” is still an uncomfortable word in dentistry, and why treatment plans often fail to convert when patients are not properly guided through their options.They also discuss one of the biggest hidden problems in dental practices: patients who disappear from recall. Janine shares her own experience of being “lost” as a dental patient for three years despite working in dentistry, regularly attending hygiene appointments, and being physically present in the practice. It becomes a real-world example of how patients slip through even when reminders are technically being sent.The episode closes with a discussion on AI in dentistry: why adoption is still early, why practices feel overwhelmed by choice, and why the right AI systems can reduce admin, protect patient relationships, and free teams to deliver better care.Chapters0:00 Janine’s lost patient story0:37 Janine and the Dental Recruit Network1:12 95% recruitment success rate1:45 Matching candidates to dental practices3:10 Culture, personality, and practice fit4:15 Competition between dental practices5:18 What “good” really means in dental staff6:05 Reception, recalls, and the overloaded front desk7:00 Treatment coordinators and patient follow-up8:20 Technical skill vs customer service9:20 How the front desk has changed10:00 Why “sales” feels uncomfortable in dentistry10:45 The rise of the treatment coordinator12:10 Patients using ChatGPT before appointments13:20 Small practices, corporates, and high-end clinics13:45 Why small practices remember patients better15:00 When the patient body outgrows the team16:15 Hiring for patient communication and retention17:00 Working backwards from the real staffing problem17:40 Treatment coordination as soft selling18:45 Why one person cannot own every patient process20:05 Dentistry’s treatment coordinator advantage21:05 Why other healthcare sectors lack a TCO role22:00 Archived patients and hidden recall opportunity23:20 Why practices lose focus after consultation24:05 Process gaps, follow-up, and staff turnover25:10 Why every practice works differently26:10 When key staff leave, the process leaves with them27:25 Patient management as a talent problem28:05 Referral dentistry and specialist follow-up29:00 Who owns the patient one year later?30:00 Why existing patients are easier to reactivate31:15 Patient feedback practices never hear32:10 Janine’s own recall failure as a dental patient33:20 Hygiene booked, dentist forgotten34:10 Why SMS and email reminders were not enough35:20 The friction of seeing a new dentist36:10 How the practice lost Janine as a patient37:10 Lost checkups, missed revenue, and missed care38:15 Why patients need repeated human follow-up39:05 Staff turnover and broken recall processes40:00 The 10% monthly patient leak41:00 109% increase in recalls41:45 Why patients don’t know they’ve disappeared42:30 Why dentists cannot remember every patient43:25 Nine surgeries and traffic control44:30 AI in dentistry: hype vs reality45:20 Admin, treatment plans, payments, calls, and notes46:20 Why AI adoption is still early47:05 AI as a must-have for dental practices48:10 Why practices are overwhelmed by AI tools49:00 Talent as the unlock for clinic growthThe 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.

In this episode of The Business of a Clinic, Jared speaks with Dr Krista, a consultant neurologist and member of Coherent’s Medical Advisory Board, about what patient experience really means when you look beyond the consultation room.They discuss the day-to-day work of a neurologist, the hidden administrative machinery behind clinical care, why communication is often the biggest source of patient frustration, and why something as simple as booking an appointment can still involve days of back-and-forth emails.The conversation explores the tension between healthcare and technology: why patients want one-click access, why doctors are cautious about new tools, why patient safety slows adoption for good reason, and how AI, automation, triage, and ambient voice technology may reshape the future of care.They also discuss private practice, the non-clinical burden of running a healthcare business, why that burden may disproportionately affect female clinicians, and how hospitality, customer service, and relationship-building fit into modern healthcare.Chapters0:00 Pre-roll and setup1:20 Dr Krista’s background2:00 What a neurologist actually does5:31 The operational machinery behind clinical care7:20 Why admin is part of the standard of care8:07 Patient access, referrals, and knowing who to see10:00 Clinical care vs operational support12:35 How patient experience has changed14:50 Communication as the biggest source of complaints16:25 The one patient experience problem worth fixing17:11 One-click booking: click, booked, done18:51 The “to-and-fro” problem in healthcare booking20:45 Why healthcare still cannot book like e-commerce21:50 Referral triage, automation, and seeing the right doctor23:15 Cultural change in medicine25:41 Patient safety, skepticism, and why doctors move slowly27:16 Clinical habits, routines, and medical training28:25 Ambient voice technology and clinician identity30:10 The business side of private practice31:35 Why private practice can be harder for female clinicians34:38 The non-care parts of healthcare36:30 Hospitality and healthcare38:20 Feeling welcomed, looked after, and known39:12 Customer service, airlines, and healthcare logistics41:10 Safety as the baseline of care43:22 Restaurants, healthcare, and the experience around the core service44:55 When admin failures damage clinical care46:28 Who owns follow-up after the consultation?48:00 Patient responsibility, clinician responsibility, and systems49:55 Closing thoughtsThe 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.

In this episode of The Business of a Clinic, Jared Aron and Sean explore why the next wave of clinic growth will not come from more software, more front-desk hires, or reactive patient communication.The conversation starts with Jared’s path from teaching high school to building in healthcare, and moves into the deeper operating problem inside modern clinics: patients fall off track because nobody owns the relationship once they leave the room.Jared explains why “proactive patient engagement” is becoming a category, why clinicians rarely have the time or structure to manage follow-up properly, and why clinics need to move from reactive front-office operations to active patient management.They also discuss AI receptionists, the verification tax, broken PMS and CRM workflows, data quality, first visit integrity, benchmarking, appointment-book hardening, and why clinics need transformation partners rather than another point solution.Chapters0:00 Teaching, authority, and human behaviour 1:40 How Jared got into healthcare 2:45 From classroom to private clinic 3:19 Love, autonomy, and boundaries 4:23 Why teenagers are different 6:38 What changed in healthcare this week 6:45 Proactive patient engagement 8:14 Why practitioners do not own follow-up 9:14 One-to-one support for every patient 10:07 The orphaned patient 10:56 Patient engagement as infrastructure 11:26 Why the patient journey breaks at scale 12:37 Appointment uplift and workforce transformation 13:53 The old healthcare operating model is breaking 14:27 Technology across the healthcare assembly line 15:03 Frankenstein teams and software bloat 16:02 Why clinics need deeper operational change 16:16 Healthcare transformation risk 17:35 Clinical care vs patient experience 18:07 Software, headcount, and redesign 19:46 AI, services, and the P&L mandate 20:34 The AI receptionist question 21:14 The verification tax 21:51 Less software, fewer people, better outcomes 22:26 Patient operations as a medical device 23:06 What healthcare can learn from fintech 24:25 Why healthcare has not had its Revolut moment 25:28 PMS, EMR, EHR, and patient support 26:36 Buying AI without getting burned 27:47 What AI receptionists actually do 28:32 Reactive front office vs proactive patient operations 30:02 Who is off track right now? 31:21 When AI cannot fix broken plumbing 32:47 Why complexity explodes in larger groups 33:23 Start with an audit 33:39 First visit integrity 34:49 Data quality foundations 35:30 Patient journey visibility 36:04 Benchmarking the patient book 36:53 Transformation partner vs point solution 37:23 AI FOMO in clinic operations 37:59 Revenue uplift, cost reduction, workforce redesign 38:38 Book hardening 39:20 Patient experience under automation 39:49 Workforce transformation 40:05 Band-aids vs transformation 41:01 Why incremental change is not enough 41:20 Discovery before problem-solvingAbout the showThe Business of a Clinic explores how private healthcare clinics can grow by improving the business and operational side of care.Hosted by Jared Aron, founder of Coherent, the podcast covers patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience.

In this episode of Business of a Clinic, Jared sits down with Shaima, a private GP with more than 20 years of experience in private general practice and co-founding director of Chelsea Medics.They explore how private GP practice has changed over the last two decades, from the increasing demand for private appointments to the rise of more informed patients using Google, ChatGPT and online health information before they ever enter the clinic room.Shaima shares how this has changed the role of the doctor. Patients now arrive with more questions, more expectations and often more anxiety. For clinicians, the job is no longer just to diagnose and treat. It is also to guide, clarify and help patients make sense of the information they already have.The conversation also covers the reality of running a private clinic: the business education doctors rarely receive, the operational shock of COVID, the sudden shift to virtual practice, the growing expectation of communication between appointments, and why recruitment is one of the most difficult parts of clinic ownership.This episode is a thoughtful look at the future of private GP medicine and why clinic leaders need to keep adapting as patient expectations, technology and healthcare delivery continue to change.In this episode, we cover: Why more patients are turning to private GP care  How NHS access challenges are changing patient behaviour  The impact of Google, ChatGPT and online health information  Why the doctor’s role is becoming more like a guide  What clinicians are not taught about running a business  The business lessons Shaima wishes she had learned earlier  How COVID forced private clinics to adapt overnight  Why communication between appointments now matters more  What makes recruitment so difficult in private practice  Why the future of private GP requires technology adoption

Joëlle Rotsaert, founder of Injectual, joins us to talk about what it really takes to build a modern aesthetics brand.We cover Joëlle’s journey from fashion into aesthetics, the personal experiences that shaped her view of the industry, and why she believed there was room for a more focused, more design-led, more culturally relevant injectables brand. We also discuss why many clinics weaken themselves by offering too much, how Injectual built around a clear specialty, and why Joëlle sees injectables as something that can be safe, premium, and still feel accessible.The conversation also goes deep on clinic growth: bookings, sales, front of house, aftercare, memberships, operational strain, HR, and what starts to break when a founder-led clinic becomes a multi-site business. Joëlle also shares her longer-term vision for international growth and for building a dedicated offering around gender-affirming care.In this episode: Joëlle’s route from fashion into aesthetics  Lessons from Harley Academy and Cavendish Clinic  Why focus matters in clinic branding  Building Injectual around injectables  “Approachable luxury” and hospitality-led healthcare  Organic content, influencers, memes, and authenticity  Why front of house is not the same as sales  Specialist bookings and conversion systems  Scaling pains: memberships, systems, inventory, and HR  Growing internationally without losing the brand’s DNA  The long-term vision behind Transect

What do private equity-backed clinic groups understand about growth that many clinician-led practices miss?In Episode 28 of The Business of a Clinic, Jared breaks down why PE-backed operators and non-clinician leaders often grasp Coherent’s value faster. The answer is not that they care less about care. It is that they are trained to think in terms of store-level efficiency, organic revenue growth, patient economics, and asset appreciation. The conversation explores how patient leakage affects site-level productivity and clinic value, why many of the biggest growth opportunities are hidden inside the patient journey, and why head office teams often cannot see leakage clearly from the P&L alone. Jared also explains the questions buyers and operators should be asking if they want to understand the real performance of a clinic beyond surface-level revenue numbers. This episode covers: Why PE-backed groups focus so heavily on organic revenue growth  The difference between clinician-led thinking and operator-led thinking  How patient leakage impacts margin, productivity, and asset value  Why “cost per lead” is not enough to understand clinic performance  The one simple question that often reveals whether a clinic has a leakage problem  How fixing leakage can increase asset value without increasing marketing spend If you run, acquire, or scale clinics, this episode is a useful lens on what really drives appreciation at site level and why better follow-up, retention, and conversion are not just operational details. They are value creation levers. 

In this episode of The Business of a Clinic, Jared sits down with Michael Schumacher, co-founder of HMDG, to talk about what is actually changing in private healthcare — and what still is not. They get into why healthcare remains slow to innovate, why so many clinics struggle to adopt technology well, and why AI tools like receptionists or voice agents often sound more impressive than they perform once they hit real clinic workflows. Michael shares his view on the Private Practice Barometer, what it reveals about clinic margins and benchmarking, why many clinic owners still undercharge, and why pricing is often one of the fastest ways to improve profitability. The conversation also explores the difference between lead volume and lead quality, how poor follow-up distorts marketing performance, why some clinics are hard to buy or scale, and what private equity often misunderstands about the realities of healthcare operations. The episode then opens up into a broader conversation about the future of healthcare businesses: patient trust, experience design, brand, gamification, recurring revenue, Neko Health, and why healthcare still has a long way to go in building consumer-grade experiences that actually keep patients engaged. From “bad leads” to Botox clubs, this one covers a lot of ground. In this episode, we cover: Why healthcare is still behind on innovation and digital transformation  The real problem with AI receptionists and autonomous front desk tools  Why implementation matters more than the software demo  What the Private Practice Barometer reveals about clinic performance  Why many clinic owners underprice their services  Why follow-up pricing matters more than most clinics think  The difference between lead quantity and lead quality Why clinic marketing often breaks after the lead comes in  Why buyers and investors often misunderstand clinic value  What clinics can learn from Neko Health, gamification, and membership-style models About Michael Schumacher Michael Schumacher is the co-founder of HMDG, a marketing agency originally focused on MSK clinic owners and now working more broadly across healthcare. In this conversation, he brings a commercial and operational lens to clinic growth, pricing, marketing, and the future of healthcare delivery.

In Episode 26 of The Business of a Clinic, Sean sits down with Dr Arnold Gangaidzo, founder of Lancashire Smiles, to talk about the real journey behind building a private dental practice from the ground up. Arnold shares his path from Zimbabwe to the UK, why missing out on medical school turned out to be a blessing in disguise, and how dentistry became the right path for someone who wanted both healthcare and entrepreneurship. They get into what clinic ownership actually looks like when the Instagram version ends: builders missing deadlines, CQC timing, rent-free periods disappearing, loan repayments starting before revenue is stable, and the shock of cash flow once the doors finally open. Arnold speaks candidly about the pressure of making it work, taking little to no income from the business in the early months, and learning that profitability on paper is very different from real money in the bank. The conversation also explores one of the biggest mistakes ambitious clinic owners make: expanding capacity too early. Arnold explains why opening a second treatment room before fully maximizing the first created more white space, more cost, and more complexity than expected. From there, the discussion moves into retention, recurring revenue, lifetime value, and why growth-minded owners need to focus on strengthening the first bucket before building the next. They also talk about building a personal brand on LinkedIn, using systems like Asana to stay accountable, and why Arnold is building Lancashire Smiles with the long-term vision of a regional multi-site group. His philosophy is simple: build with the intention to sell, even if the real goal is to create something strong enough to keep and pass on to the next generation. This episode is for clinic owners, operators, and aspiring founders who want a more honest view of practice ownership: the risk, the pressure, the discipline, and the thinking required to build something real.

What kind of healthcare will AI actually transform first?In this episode, Jared and Sean unpack one of the most important distinctions in modern healthcare: hands-on care vs cognitive care. Hands-on care requires the patient to physically be there — dentistry, physiotherapy, chiropractic, dermatology, aesthetics — while cognitive care can often be delivered remotely through diagnosis, advice, or telehealth. That difference matters because it shapes how AI will be adopted, where it will create leverage, and why the future of in-person care will still be deeply human for a long time. They explore why the real challenge in hands-on healthcare is not only what happens in the treatment room, but everything around it: logistics, movement, scheduling, follow-up, and getting patients to actually take the next step. In Jared’s view, that “next step” is 90% of the battle in many clinics, and it is where so much patient leakage begins. The conversation then shifts into the mindset of clinic owners versus multi-site group operators. Jared explains why group leaders think in terms of lifetime value, appointment density, ROI, and margin, while many smaller clinic owners still move too slowly or make only incremental changes. They discuss how the best operators build clinics scientifically rather than artistically, and why systems, efficiency, and reduced founder dependence matter so much if you want to grow or eventually sell. They also get into one of the episode’s sharpest ideas: cost per consultation matters more than cost per lead. A clinic can feel good about lead numbers while quietly losing huge value between enquiry and consultation. Jared shares an example of a clinic with roughly 100 high-intent inbound enquiries in a month, but only around a third converted into consultations, while many others sat in the dangerous “still in process” category. That invisible gap is where profitability often dies. Along the way, they talk about failed Salesforce implementations, why AI reception often disappoints, how “set and forget” workflows create hidden losses, why archived patients are often a goldmine nobody understands, and the simple test every clinic owner should take: go on holiday and see whether the business still runs without you.  In this episode, they discuss:The difference between hands-on care and cognitive careWhy AI doctors are more relevant to telehealth than in-person treatmentWhy hands-on healthcare is really a logistics problemHow patient leakage happens in the gaps between stepsThe mindset difference between clinic owners and group operatorsWhy group leaders think in appointment density and lifetime valueHow acquisition-minded clinics are built differentlyWhy technology only works when there is ownership behind itThe hidden cost of bad software implementationWhy AI reception often creates more tasks instead of solving themHow edge cases are the norm in healthcareWhy archived patients may represent lost revenue sitting in plain sightWhy most follow-up sequences are based on guesswork, not evidenceWhy cost per consultation is a better metric than cost per leadHow plugging leakage can create a clinic’s best month everWhy founder dependence weakens clinic value and exit potentialTimestamps00:00 – Hands-on care vs cognitive care 02:10 – The hype around AI doctors 03:00 – Why AI can assist but not replace hands-on practitioners 04:00 – Neko Health and the persistent human layer 05:08 – Why Coherent focuses on logistics, not clinical decision-making 06:37 – The real challenge: getting patients to take the next step 08:20 – How multi-site clinic groups think differently 10:20 – Why clinic leaders need to shif

Healthcare often focuses on clinical outcomes — but the operational reality behind delivering care is far more complex.In this episode of Business of a Clinic, Jared Aron sits down with Dr. John Chinegwundoh, consultant physician and Chief Medical Officer at Coherent Healthcare, to explore what actually happens behind the scenes of modern medical practice.Drawing on more than two decades of experience across the NHS and private healthcare, John shares his perspective on how healthcare systems really function — not just clinically, but operationally.The conversation explores the growing gap between clinical expertise and operational execution, and why so many clinics struggle to maintain consistent patient engagement over time.They discuss the hidden challenges of managing patient journeys, the structural reasons patients quietly fall out of care, and how emerging technologies like AI may reshape how clinics stay connected with patients long after their first appointment.This episode is a thoughtful look at the business and operational side of medicine — and why solving these problems may be just as important as the clinical work itself.In this episode we discussWhy running a clinic is far more operationally complex than most people realiseThe hidden administrative load behind patient careWhy clinics often lose track of patients over timeThe concept of patient leakage across the healthcare journeyDifferences between NHS and private healthcare systemsWhy technology has struggled to solve operational problems in clinicsHow AI may transform patient communication and follow-upThe future of patient relationship management in healthcareChapters00:00 Introduction 01:03 Meet Dr. John Chinegwundoh 03:45 The operational reality of running a clinic 06:18 Why healthcare administration is so complex 08:47 Managing patient relationships at scale 11:10 Why patients quietly drop off over time 14:36 Understanding patient leakage in healthcare 18:05 Technology and the limits of current systems 21:12 AI and the future of patient engagement 24:50 NHS vs private healthcare systems 28:32 Operational challenges facing modern clinics 32:10 The future of patient-centred care 35:40 Closing thoughtsAbout the PodcastBusiness of a Clinic explores the operational, financial, and technological challenges of running modern healthcare practices.Hosted by Jared Aron, founder of Coherent Healthcare, the podcast features conversations with clinicians, operators, and healthcare leaders about what it really takes to build and run successful clinics.LinksLearn more about Coherent Healthcare: https://coherenthq.comFollow Coherent on LinkedIn: https://www.linkedin.com/company/coherent-healthcare

Most healthcare providers believe they already “do follow-up.”They call twice. They send an email. They assume patients will come back when they need care.But when you open the practice management system and ask one simple question —How many patients currently have no next appointment booked?— the answer is often uncomfortable.In this episode, we unpack the structural patient drift problem inside private healthcare clinics:• Why up to 50% of patients who start care never complete it • Why “we already follow up” rarely means what people think it means • Why thousands (sometimes tens of thousands) of patients sit in systems with no discharge status • Why 30%+ of patients miss essential annual reviews • Why AI receptionists solve only a tiny fraction of the real issueWe explore the concept of the “Office of the MD” vs the “Office of the COO.”Clinics are full of highly trained practitioners delivering world-class care.But commercially?There is usually:No retention teamNo sales teamNo operational strategyNo structured follow-up infrastructureNo ownership of the full patient journeyThe result isn’t bad care.It’s operational failure.We also discuss:• The difference between automation and true workflow ownership • Why interoperability between PMS, CRM, and marketing tools usually breaks down • The myth of “autonomous front office AI” • Why healthcare is fundamentally an edge-case environment • Why empathy still matters in high-value treatment decisions • What “superhuman follow-up” actually means • Why “eyes on, hands off” is the future of healthcare operationsHealthcare is not e-commerce.You cannot afford to miss the 20% edge cases — because in healthcare, the edge case is the case.If your clinic has:Thousands of patients with no next appointmentTreatment plans that stallAnnual reviews that go uncompletedLeads that never convertCancellations that never rebookThen this episode will challenge how you think about patient management — and what real operational transformation looks like.⏱ Episode Breakdown00:00 – Discovery calls and confusion about what we actually do 01:00 – The “spaghetti” patient journey 02:00 – Why less than half of patients complete care 04:10 – Lead conversion, post-consultation follow-up, recall 06:20 – The 30% missed annual check-up problem 07:40 – What is the real drop-off rate? 09:00 – Recurring care in MSK, physio, dentistry 10:10 – Thousands of patients with no status 11:10 – The missing Office of the COO 13:00 – Why AI receptionists are only 1% of the problem 14:20 – Interoperability, PMS limitations, and software overload 15:40 – Autonomous front desk vs augmentation 16:20 – Healthcare as a living organism 17:40 – Why healthcare is the edge case 18:10 – Empathy, treatment blockers, and feedback loops

Most clinics believe retention is strong.The diary looks full. Revenue is up. Marketing is working.But beneath the surface, patients are quietly falling off track.In this episode of Business of a Clinic, Sean and Jared unpack one of the most misunderstood problems in healthcare operations: invisible patient leakage.This is the silent drop-off that happens at every stage of the journey:New inquiries that never get followed upConsultations that don’t convertCancellations that aren’t rebookedPatients discharged without continuityThousands of active patients with no next appointmentAnd because it’s not measured properly, it feels like everything is fine.What You’ll Learn in This Episode1️⃣ Why “80% retention” is misleadingWhen you multiply 80% across multiple visits, it’s not 80%. It compounds downward. What looks healthy on paper often masks cumulative disengagement.2️⃣ The difference between a System of Record and a System of ActionEMRs, PMS platforms, CRMs, RCM tools — they store information. But they don’t necessarily take action.Owning software is not the same as owning outcomes.Most clinics have tools. Very few have execution.3️⃣ Why white space isn’t a marketing problemEmpty slots in your calendar are terrifying. The instinct is to spend more on ads.But often the problem isn’t lack of demand.It’s:Unmanaged inquiriesNo follow-through on consultationsNo structured recallNo cancellation recoveryThe revenue is already inside the business.4️⃣ Clinical follow-up vs service-based follow-upClinical follow-up is table stakes. It’s your duty of care.But service-based follow-up is what separates good clinics from great ones.The five-star hospitality mindset doesn’t stop at fixing the issue. It extends beyond the visit.Healthcare rarely does this well — not because providers don’t care, but because systems aren’t designed to support it at scale.5️⃣ Why hiring more coordinators doesn’t solve scalingEvery clinic has a ceiling.You only have so many treatment rooms. You can’t multiply revenue infinitely with more headcount.As your historical patient base grows, the math breaks:1,000 patients becomes 2,000Then 5,000Then 10,000But your physical capacity doesn’t grow at the same rate.At some point, adding people stops solving the problem.Operational leverage matters more than headcount.6️⃣ Revenue vs EBITDA: what really drives valuationHealthcare businesses are not SaaS companies.They aren’t valued primarily on revenue multiples.They’re valued on profitability.If top-line revenue grows while bottom-line stagnates, the gap between the two is where invisible leakage lives.Fixing leakage is often more powerful than chasing growth.The Core QuestionHow many patients in your clinic right now do not have a next appointment booked?If you can’t answer that with a precise number — in real time — you’re not measuring leakage.And if you’re not measuring it, you can’t fix it.This Episode Is For You If:You run a single-site clinicYou manage a multi-site groupYou lead operationsYou’re responsible for revenue performanceYou’re thinking about scalingYou’re considering an exit in the futureThis conversation challenges the default belief that “more marketing” is the solution.Sometimes the biggest growth opportunity is not outside the business.It’s inside.🎧 Listen in to rethink retention, rethink follow-up, and rethink what true operational excellence looks like in healthcare.

What actually makes a clinic valuable? In this episode, Sean and Jared unpack the uncomfortable truth: great clinicians aren’t enough — the business is won or lost in the operational “plumbing” around care. They explore patient retention as an asset, the gap between “booked” and “completed” care, and why many clinics look healthy on the surface but fall apart under diligence.From there, the conversation turns to AI: AI receptionists, AI scribes, and the hyped “AI doctor.” The key question isn’t capability — it’s responsibility. Who checks the work? Who holds the risk? And what happens when AI introduces a “verification tax” that forces humans to double-check everything anyway?If you’re building, scaling, or preparing for an exit, this one is a practical lens on what matters: brand, systems, accountability, and the patient journey — not just technology for technology’s sake.Key themes and takeaways1) Clinic value is operational, not just clinicalA clinic becomes investable when outcomes don’t depend on one hero operator. They break down the shift from “principal-led” to “process-led”: consistent delivery, repeatability, and a patient journey that doesn’t leak revenue through missed follow-ups and drop-offs.2) Retention is the hidden asset on your balance sheetThey frame patient history and “off-track” patients as a recoverable asset — not a marketing problem. The clinic that wins isn’t the one that generates the most leads; it’s the one that reliably converts intent into completed treatment.3) Due diligence exposes the truthYou can run a clinic on adrenaline and spreadsheets — until someone tries to buy it. They talk through why deals fail: messy data, unclear ownership, inconsistent processes, and a gap between what leaders think happens vs what actually happens at the front desk.4) AI isn’t free — it can create a “verification tax”AI may book patients or draft notes, but if staff must re-check everything to avoid mistakes, the promised efficiency collapses. The conversation sharpens around “humans-in-the-loop” and the difference between automation that removes work vs automation that adds oversight.5) AI doctors raise the hard question: who carries liability?The future of AI in healthcare isn’t just a product question — it’s an underwriting question. If an AI system influences diagnosis or care decisions, who is accountable, and how do you build guardrails that preserve patient safety and trust?6) Healthcare is logistics wrapped around careThey argue the bottleneck is rarely the clinical moment — it’s the scheduling, follow-up, payments, coordination, and operational reliability that gets a patient to the right room at the right time with the right context.Chapters:00:00 Intro — the big ideas: clinic value, retention, AI risk 02:10 Practitioner → founder: building beyond the principal 04:10 Retention as an asset: patient “stickiness” and leakage 06:30 Why diligence kills deals: data, process, ownership gaps 08:40 Brand and clinic DNA: what makes you meaningfully different 10:40 The operational skeleton: “plumbing” that creates reliability 13:10 AI in clinic ops: what’s real vs what’s hype 15:20 The verification tax: when automation adds oversight 18:20 Healthcare as logistics: admin lifecycle vs clinical moment 21:10 AI doctors: liability, underwriting, supervision, safety 25:30 Guardrails, accountability, and humans-in-the-loop 29:10 What to do now: practical steps for operators building value 33:00 Closing — empathy, trust, and sustainable scale

Every clinic starts with a simple promise: give great care to the patient in front of you. But scale changes everything.In Episode 20, Jared unpacks a core paradox: your clinic has finite capacity (rooms, hours, staff) — but your patient history grows forever. That mismatch creates “leaks” across the journey: leads that aren’t worked, consults that don’t convert, cancellations, DNAs, recalls, and quiet drop-offs. Most clinics respond by spending more on acquisition… while the bucket keeps leaking.He then breaks down why PMS/EMR systems weren’t built to own conversion, why generic CRMs often turn into tool-sprawl when interoperability is weak, and why the real lever is a true Sales Desk function — one team (or system) accountable for utilization and eliminating calendar white space.Finally, he introduces Project Alpha: an experiment in giving patients 1:1 coordinator support outside the clinic — before and after appointments — covering follow-up, rebooking, payments, and escalation. The goal: reduce pressure on the front office while improving continuity of care and patient confidence.Chapters00:00 Clinical ambition vs the reality of scale 01:20 The “personal WhatsApp” concierge—and why it breaks 02:40 Finite capacity, infinite patient accumulation (the first 1,000 vanish) 06:10 Why PMS/EMR is built for process, not revenue 07:20 The ownership gap: nobody “owns conversion” 08:50 You need a different engine to stop the leaking 09:50 Conversion isn’t art—it’s a data science playbook 11:10 Tech + technique + team (the 3-part system) 17:30 Stop funding acquisition while the bucket leaks 20:00 CRM vs PMS: the ~£1m inflection point and tool sprawl 21:30 Pipedrive/Klaviyo/HubSpot: order vs optimization 26:10 APIs, integration, and why healthcare stacks don’t talk 29:40 Project Alpha: 1:1 patient support outside the clinic, at scale 31:10 Follow-up reveals problems patients don’t verbalize 32:30 “Four Seasons” care: bringing outside signals into the clinic 36:20 Why it’s called Sales Desk, not Front Desk 37:00 White space economics, waitlists, and “110% utilization” 40:20 Case example: 81 appointments booked in ~2.5 weeks 41:00 The psychographics of top-performing clinic owners 46:50 Valuation, EBITDA multiples, and building leverage early 49:00 Closing thoughts: retention and optimization before exit

In this episode of The Business of a Clinic, we speak with Sara Cheeney, Founder and Director of Pure Perfection, an established medical aesthetics clinic in North Wales, UK and a client partner of Coherent.Sara brings a rare combination of perspectives: a medical professional who embraces sales, targets, and commercial ownership — and sees first-hand how clinics quietly lose revenue despite delivering excellent care.This is a candid, ground-level conversation about what actually breaks inside clinics as they grow.We discuss:Why front of house is a sales function, whether clinics label it that way or notHow NHS conditioning creates fear around money, pricing, and asking for paymentThe confidence gap that stops teams from recommending treatment plans and productsWhat real patient connection and trust look like — before, during, and after treatmentWhy follow-up collapses at scale (and why SOPs, CRMs, and task lists don’t fix it)The difference between doing the task vs owning the outcomeHow recall lists fail when the wrong people, scripts, or incentives are involvedWhy clinics panic into ads, discounts, or Groupon instead of fixing follow-throughThe emotional and financial toll of poor follow-up on clinic ownersSara also shares her experience working with an external follow-up partner — including the initial fears around tone, trust, patient data, and brand, and what actually mattered once results started to show.This episode is for clinic owners who:Feel like patients “drift” despite good careSee white space in the diary they can’t explainCarry too much of the business in their own headKnow follow-up matters — but can’t get it done consistentlyThe Business of a Clinic explores the real operational, commercial, and human challenges of running healthcare businesses — beyond surface-level tactics and software promises.

In this episode of The Business of a Clinic, we unpack the operational realities behind SOPs, follow-up, and patient retention — and why most clinics unknowingly leak patients long after treatment, consultations, or enquiries.We discuss why SOPs are rarely fully documented, how critical context lives inside people’s heads instead of systems, and why this creates risk when clinics attempt to automate or scale.The conversation also introduces the concept of follow-up debt — the slow accumulation of missed follow-ups, stalled patients, and unresolved issues that quietly undermine growth and patient trust.Topics covered include:What SOPs actually mean in a healthcare settingWhy intake SOPs get attention — but recall and issue resolution don’tHow undocumented nuance breaks automation and AI workflowsThe difference between complaints vs bad feedback — and why escalation mattersWhy CRM systems struggle with real patient journeysTransactional vs relational patient communicationThe limits of rules-based automation in healthcareWhere AI helps — and where human ownership is non-negotiableThis episode is essential listening for clinic owners, operators, and healthcare leaders who want to understand why patients drift, why recall fails, and how operational debt quietly builds inside growing practices.

Most clinics deliver excellent care in the treatment room — yet still lose patients quietly, months or even years later.In this episode of The Business of a Clinic, we break down where patient journeys actually fail, why recall is misunderstood, and why follow-up is one of the most strategic (not administrative) functions in healthcare.We explore why patients don’t “leave” clinics — they drift — and how manual processes, overloaded front desks, and misapplied technology create invisible drop-off across the patient lifecycle.In this episode, we cover:Why the patient journey is not linear (and never was)The difference between follow-up and patient recallWhy “one call, one email” recall doesn’t workHow clinics reconnect with patients 5–10+ years laterWhy follow-up feels salesy — and how to do it without being salesyManual work, process debt, and hidden operational riskWhy front desks are not designed to manage patient populationsProactive vs reactive engagement in healthcareVoice AI vs asynchronous messaging (WhatsApp, SMS, email)Why AI-first front offices often fail in practicePayments, billing friction, and how they damage patient experienceWhy PMS, EMRs, and CRMs weren’t built for patient relationshipsThe case for human-led, AI-powered patient coordinationPaying for outcomes vs paying for software seatsWhat winning clinics will do differently in the next 2–3 yearsHealthcare doesn’t usually fail because of poor clinical care.It fails because no one owns the relationship once the appointment ends.

Most clinics don’t have a technology problem. They have a user problem.In this episode, Jared Aron breaks down why even “modern” practice management systems (PMS/EMR/EHR) often get used at 10–20% of their potential in real-world clinics — and why that gap creates downstream issues like DNAs, cancellations, poor follow-up, lost revenue, and hidden clinical/legal risk.We dig into the category error of using a booking system like a CRM, why clinics end up stacking multiple disconnected tools, and why “we already send reminders” doesn’t solve what happens after a patient goes quiet.Jared also shares a provocative prediction: healthcare software will increasingly be implemented like medical devices — with training, certification, and “forward-deployed” support living inside clinic workflows — because the bottleneck isn’t more features. It’s adoption, continuity, and execution.Topics coveredWhy clinics only use a fraction of their PMS feature setFront desk turnover, fragmented workflows, and why “nobody pushes the buttons”The difference between practice operations vs patient operationsWhy reminders don’t prevent DNAs, cancellations, and drop-offThe hidden consequences of weak follow-up: revenue leakage + clinical/legal riskThe future: software delivered like hardware (training, certification, embedded support)“Nice-to-have” vs “need-to-have” and why clinics underestimate the deltaMentionedPractice management software (PMS), EMR/EHR, CRM tools, pipeline/funnel management (e.g., Pipedrive)Patient relationship management beyond the calendar + clinical notesConnect / Follow(Insert your links here)Website:LinkedIn:Newsletter:If you enjoyed this episode, please follow the show and leave a rating/review — it helps more clinic operators find it.

Most clinics believe their CRM is “good enough.”In reality, many are quietly losing patients, follow-ups, and revenue because they’re using systems that were never designed for healthcare.In this episode of The Business of a Clinic, we unpack why generic CRMs — from HubSpot to Pipedrive to GoHighLevel and even healthcare-branded variants — fail to support real patient journeys. These tools assume linear funnels, predictable triggers, and email-first engagement. Healthcare doesn’t work that way.Patients pause, disappear, return months later, change channels, ask emotional questions, and move through care in anything but a straight line. Trying to force that reality into a traditional CRM leads to impersonal follow-up, broken relationships, and operational strain on front-desk teams.We discuss:Why CRMs built for B2B and agencies break down in healthcareThe difference between managing pipelines and managing patient relationshipsWhy “we’ve got it sorted — we use a CRM” is often a false sense of securityHow clinics end up retrofitting tools instead of fixing the underlying problemWhat healthcare actually needs to support patients between visitsThis episode is for clinic owners and operators who feel like patients are quietly drifting away — even though they have “systems” in place.Healthcare doesn’t need better automations.It needs systems built around patient relationships, not sales funnels.

Most clinics believe they deliver great patient experience — and inside the building, they usually do.So why does engagement so often break down once the patient walks out the door?In this episode of the BOAC Podcast, we unpack the hidden gap in modern healthcare operations: the failure to actively manage patient relationships beyond appointments, reminders, and transactions.We explore why traditional Practice Management Software (PMS) and CRMs fall short, and why Patient Relationship Management (PRM) is a fundamentally different discipline — one that blends people, process, and technology to extend care across the full patient lifecycle.In this episode, we cover:Why most patient experience happens outside the clinic, not inside itThe difference between transactional reminders and true patient reactivationWhy CRMs and automations don’t create relationshipsThe capacity mismatch that grows as clinics scaleHow front desks quietly become cost centres instead of experience driversWhy patients disengage emotionally — not intentionallyHow “patient signals” should guide follow-up, not arbitrary timelinesThe role of human coordinators supported by technology (not replaced by it)Why long-term patient value is built through continuity, not complianceThis conversation reframes retention, recall, and lifetime value as relationship problems, not marketing problems — and explains why scaling healthcare requires preserving human connection, not automating it away.Ideal for clinic owners, practice managers, healthcare operators, and healthtech leaders who want to grow without losing the personal touch that patients actually pay for.Chapters:00:00 Introduction: The Importance of Patient Experience00:11 The Patient Journey: From Inquiry to Post-Op01:32 Challenges in Managing Patient Relationships03:07 The Role of Technology in Patient Care06:19 The Difference Between PRM and CRM08:23 Effective Patient Communication Strategies16:57 Reactivation vs. Reminder: A New Approach22:31 Creating a VIP Experience in Healthcare25:15 The Challenge of Maintaining Personal Touch in Growing Clinics26:20 Case Study: Retention and Challenges in Scaling28:15 The Reality of Clinic Operations and SOPs29:33 The Cost and Impact of Front Desk Operations33:26 Extending Patient Lifetime Value43:10 The Role of Technology in Patient Relationship Management47:29 The Importance of Patient Signals

Every clinic believes they “do recall.”But in reality? Most are running a blunt, ineffective, unmeasured process that leaks revenue, frustrates patients, and quietly erodes growth.In this episode, Jared breaks down why patient recall, reactivation, and ongoing engagement cannot be done well in-house — and why clinics consistently underestimate the complexity of doing it properly.We unpack:🔍 The myths clinics believe about recall“We call patients the moment they miss an appointment.”“We send three emails and three phone calls — so we’re on top of it.”“Our team is great with leads, so we’ll just reuse that process.”Spoiler: none of this works in reality.📉 Why traditional recall failsWrong channels (email + daytime phone calls = dead on arrival)Wrong timing (recall when you’re free, not when patients actually respond)Wrong people (recall is not an admin job — it’s a revenue-centric coordinator role)No measurement, no reporting, no optimisation🏥 The operational ceiling every clinic hitsClinics try to “just hire someone” — but one person cannot handle the complexity, data, timing, sequencing, or volume of a modern recall engine.And when that person goes on holiday? The entire revenue function collapses.(We call this the Holiday Blackout.)📈 What great recall actually looks likeA business function, not a side dutyMulti-channel, multi-touchpoint, personalised communicationTiming optimised around patient behaviour, not clinic convenienceFull funnel visibility: who is disengaged, why, and what to do next💡 The uncomfortable truthMost clinics say they don’t do “sales.”But if you have a website, run ads, post on social, or want patients to come back — you already are in sales.You just don’t have the structure, talent, or tooling to run it properly.🔧 The rise of PRMJared also explains the difference between:PMSCRMPRM (patient relationship management)…and why PRM is becoming the missing engine inside modern private healthcare.🎧 Listen if you want to learn:Why your recall program “feels” active but produces no resultsWhy thousands of patients in your database have no next appointmentWhy clinics overspend on marketing instead of fixing the real leakHow to shift from reactive patient management to proactiveWhat an end-to-end recall engine truly requires

In this glossary-style episode, we unpack the hidden patterns of “revenue malpractice” that quietly drain private clinics of profit and patient outcomes.We walk through a series of core concepts and give real-world examples from front desks, physio clinics, dentists, and hospitals, including:The Leaky Bucket – pouring money into marketing while patients fall out of the funnelFront of House Empty Desk – unanswered phones vs. a true revenue mindsetAdmin Fog – why a constantly busy front desk still doesn’t move the business forwardRevenue Orphan – when nobody actually owns revenue in the clinicThe Follow-Up Fallacy & 48-Hour Drift – why “we sent an email” is not recallHero Receptionist Trap & Talent Hole – expecting one person to do clinical, admin and salesPayment Pinball & Dinnertime Reconciliation – how scattered payment systems steal your timeFive-Pound Touch & Invoice Black Hole – the real cost of payment “admin”Kitchen-Only Mindset & Care-Only Fallacy – great treatment, broken experienceCRM Mirage, Acquisition Addiction & Legacy List Graveyard – why your PMS isn’t a CRM and your best growth is already in your databaseIf you run or manage a private clinic and feel like you’re working harder every year for the same (or less) growth, this episode gives you a language and a lens to finally see where the leaks are.