Owner white papers
- Anesthesiology Operating Benchmarks for Practice Owners: An anesthesia practice cannot be managed well by comparing one headline number with a generic industry average.
- Anesthesiologist and CRNA/AA Compensation and Owner Economics: Anesthesia compensation is a set of linked decisions about clinical production, coverage burden; staffing cost and ownership returns.
- Anesthesia Group Ownership: Sale Readiness, Platform Offers and Succession: Anesthesia group owners face a linked operating and ownership challenge: the ability to cover facilities depends on recruiting and retaining scarce clinicians, while payer revenue and facility support determine whether coverage remains financially sustainable.
- Payer Mix and Reimbursement for Anesthesia Group Owners: Anesthesia group revenue is shaped by the interaction of professional claims, staffing models; payer contracts and facility coverage arrangements.
- Private Equity, Consolidation and M&A: Private equity participation in anesthesiology is usually best understood as a change in ownership and governance across operating scale, not simply a sale of a medical practice.
- Anesthesiology Staffing Models: Recruiting and Retaining a Sustainable Team: Staffing converts a facility's demand into covered rooms, reliable call, professional revenue; and owner income.
- Anesthesiology Practice Valuation and Succession: An Owner's Guide: Anesthesia practice value is a negotiated estimate of transferable economic benefit, not a formula applied to collections or partner income.
Owner guides
- Anesthesia coding and reimbursement operations for practice owners: Coding and reimbursement are often delegated to a billing company or a small internal team.
- Building a data room: A well-built data room lets an anesthesiology practice explain how it earns revenue, staffs its work, meets its obligations, and makes decisions.
- Comparing strategic and sponsor buyers: Anesthesiology practice owners considering a sale often hear two broad labels: strategic buyer and sponsor buyer.
- Designing the anesthesia care team model: For an anesthesiology practice owner or partner, designing a care team model is an operating decision with consequences for access, workforce stability, contract performance, and financial resilience.
- Evaluating an earnout proposal: An earnout makes part of a practice sale price contingent on what happens after closing.
- Evaluating ASC and facility service agreements: An ambulatory surgery center or hospital facility agreement can shape an anesthesia practice's revenue, staffing obligations, operational influence, and ability to leave a relationship.
- Evaluating PE platform offers and rollover equity: Private equity proposals can combine an attractive cash payment with continued employment, reinvestment, new governance, and a promise of a later exit.
- Negotiating a hospital subsidy or stipend: A hospital subsidy is best understood as payment for a defined service commitment that the hospital needs and the practice cannot support from professional collections alone.
- Partner succession and associate buy-ins: Succession determines whether an anesthesia practice can renew its leadership and ownership without destabilizing facility coverage or leaving a small group of partners with an unmanageable financial burden.
- Payer contracting and the No Surprises Act for groups: For an anesthesiology group, payer contracting is an operating decision with consequences for revenue, staffing, call coverage, and the ability to serve hospitals consistently.
- Preparing a partner compensation analysis: A partner compensation analysis gives an anesthesia group a shared way to connect its economics, each physician's contribution, and the obligations of ownership.
- Preparing an anesthesia group for sale: Selling a physician-owned anesthesia group is a sequence of decisions about earnings, contracts, people, control; and timing.
- Preparing for lender diligence: For an anesthesiology practice, lender diligence is the process of showing how clinical work becomes cash flow, how that cash flow is shared among facilities, clinicians; and owners; and what obligations already have claims on it.
- Preparing for partner retirement: Retirement of an anesthesiology partner is a planned ownership transition, not simply a last day on the schedule.
- Recruiting and retaining CRNAs and anesthesiologists: Recruiting and retaining clinicians is an operating system for an anesthesia practice, not a sequence of job advertisements.
- Reviewing a management services agreement: A management services agreement can give an anesthesia group useful operating support, but it also determines who controls essential business functions, how much cash leaves the practice; and how difficult it will be to change providers later.
Calculators
- Administrative AI workflow ROI
- Ancillary service line contribution
- Collections per provider
- Compensation Benchmark Calculator
- Exit readiness score
- New provider hiring ramp planner
- No-show and cancellation revenue exposure
- Practice overhead ratio
- Payer mix impact
- sponsor, health system or associate sale comparison
- Anesthesia practice valuation range
- Staffing ratio and cost planner
- Succession buy-in and buyout planner
- Succession timeline planner
Benchmarks, data and checklists
- Benchmarks
- Industry statistics
- Owner checklists
- Owner questions and answers
- Glossary of 300 owner terms
- Infographics
Directories
Continuing medical education
Licensing, pay, payers and community
- State medical licensure hub
- Salaries by state from BLS, with compensation calculator
- State profiles for practice owners
- Payer and reimbursement tracker
- Conferences calendar
- Top anesthesiology voices
Videos
Questions or a resource you would like to see? Contact richard@doctorsinvestorclub.com.
