The first 30 days, exactly.
The hardest step in a turnaround isn’t the work — it’s the first call. Admitting to a stranger that the practice is struggling. So here, in order, is precisely what happens after you reach out: what we ask for, who sees what, and when the charter gets written. No mystery, and no ambush.
The first conversation.
You write or call. John responds directly — there is no intake team. You talk about where the practice stands: the cash picture as you understand it, what’s working, and the thing that prompted the note. It is confidential, it obligates nothing, and it is honest in both directions — if you don’t need us, that is the answer you’ll get.
What you don’t need: prepared materials, a formal summary, or a diagnosis of your own. Come as you are; describing the situation in plain terms is enough.
A quiet look at the numbers.
If it makes sense to go further, we ask for a small set of documents — reports the practice already produces, not homework we invent. They are reviewed under confidentiality, seen by AHA only, and returned with a straight reading of what they show. Many first conversations end here, with clarity and nothing sold.
The working session.
One structured session with the owners. Together we put the real picture on the table: what is actually wrong, the order it has to be addressed in, and what stability would look like for this practice specifically. You see how we think before you decide anything. The output is written down and belongs to you either way.
The charter.
If we both want to proceed, the engagement goes on paper before it goes anywhere else: the authority we hold, the authority the owners keep, the scope of the work, and the conditions under which the engagement ends. Clinical decisions stay with physicians — always. Nothing starts until both sides sign. The methodology page shows this structure in full.
The work begins — and the pressure starts coming down.
Cash visibility first, always: what is actually coming in, what is actually going out, what the next ninety days look like — on a weekly rhythm the owners can read at a glance. Then the triage of whatever is costing the practice most. The early weeks are deliberately unglamorous. That is what the floor feels like when it stops moving.
Certainty is the point of this page. A practice under pressure should not have to guess what calling for help sets in motion — at every step above, you know exactly what happens next, and every step is a place where you can stop.
Step one is a conversation.
Confidential, direct, and honest about whether we’re the right help. The rest of the thirty days only happens if you want it to.
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