When Dr. Q decided to open his own private practice after fifteen years of working in hospitals and private clinics, he thought the hardest part was already behind him. He had perfected his technique, built a solid reputation among colleagues, and had a loyal group of patients who consistently recommended him. But the moment he made the leap into independent practice, he realized that performing surgery was only one piece of the puzzle—and not always the most difficult one.
In the first few months, everything became overwhelming. He had to schedule appointments, supervise his assistant, take care of marketing, review budgets, negotiate with suppliers, and still be the empathetic, precise surgeon his patients expected. In the middle of this chaos, a colleague suggested he sit down and design his business model. That was the turning point when he realized what no one had ever taught him in medical school: that talent alone isn’t enough to build a successful healthcare business. To truly thrive, he needed to define three fundamental pillars: his key resources, strategic partnerships, and core activities.
KEY RESOURCES
Thinking about his key resources was a humbling exercise. Dr. Q realized he couldn’t—nor should he—do everything alone. He needed a team with complementary skills. Beyond being a skilled scrub nurse and an experienced recovery assistant, he hired a warm, organized receptionist, a designer to build a cohesive brand identity, and eventually, a financial consultant to help him make decisions based on numbers, not instincts. He invested in digital tools such as an efficient EMR system and online appointment software to streamline daily operations. For his physical space, he chose to rent a modest but well-located office, equipped only with the essentials for his initial procedures. He also determined exactly how much capital he would need to operate smoothly for at least six months.
STRATEGIC PARTNERSHIPS
The second major lesson came with the concept of alliances. At first, Dr. Q thought that working independently meant isolating himself. But he quickly realized that growth in healthcare happens faster and better in collaboration. He signed agreements with an ambulatory surgery center to perform complex procedures without needing his own OR. He partnered with a nutritionist and psychologist to provide comprehensive care for his bariatric patients. He also joined forces with a dermatologist colleague to co-create educational content and share referrals. In addition, he established a win-win relationship with a diagnostic lab, where his patients received discounts and he gained faster, higher-quality results for pre-op planning. He learned that in medicine, strategic partnerships aren't optional—they're essential.
CORE ACTIVITIES
Lastly, when he reflected on his core activities, he faced a critical question: What do I do differently that no one else does in quite the same way? That’s when he understood that his competitive edge wasn’t just in surgical precision—it was in the trust he built with patients. He decided to formalize certain habits that reflected his personal brand: offering full-hour consultations, following up personally via WhatsApp within the first week after surgery, delivering customized recovery guides, and providing visual education to his patients throughout the process. He launched a small social media channel to explain surgical cases and debunk common myths respectfully and clearly. Over time, his personal brand began to shine—not just as a skilled surgeon, but as a reliable, caring partner in the transformation journey.
Today, nearly three years into running his private practice, Dr. Q looks back with pride. His team has grown, his business is thriving, and his patients recommend him not only for what he does, but for how he does it. But he knows it all began the day he stopped thinking of himself only as a surgeon and started thinking like a healthcare entrepreneur.
Many of us fail in our private ventures not because we lack medical knowledge, but because we don’t realize that a clinic or practice is, at its core, a business—one that needs structure, purpose, and strategy. If you’re at that crossroads, ask yourself today: What are my key resources? Who could I partner with to multiply my impact? And what do I do that truly sets me apart in the eyes of my patients?
Because at the end of the day, it’s not just about skilled hands—it’s about vision. And vision, too, can be trained.
JUAN ESTEBAN SIERRA, MD – COLOMBIA
ISAPS National Secretary
Interested in More Practice Management Tips?
- Check out the Leadership Session: The Formula Behind the Most Booked Surgeons: Branding, Sales and the Art of Becoming Your Patients’ First Choice, held at the ISAPS Olympiad World Congress in Singapore.
- Check our L.I.F.T. program online.
- Register to view ISAPS' Business School 2021 On Demand!
Free for ISAPS members, non-members $300, office staff and nurses $100.
- Business School 2022 recordings from Istanbul available free for members in our Online Video Library
- Watch now on our virtual platform, Leadership Session: The Formula Behind the Most Booked Surgeons: Branding, Sales and the Art of Becoming Your Patients’ First Choice, held at the ISAPS Olympiad World Congress in Singapore. Included for registered delegates, to register, click here.