For Physician-Owned Practices and Healthcare Organizations
Build a Healthcare Practice That Can Grow Without Depending on You
You have built a strong reputation, earned the trust of your patients, and created a business that supports your team and your family.
But running a successful healthcare practice has become increasingly difficult.
Staffing and supply costs continue to rise. Reimbursements are not keeping pace. Administrative demands consume more time. Important decisions get delayed because physicians and practice leaders are already carrying too much.
Your practice may be growing, but that does not always mean it is becoming more profitable, scalable, or valuable.
A check-up for the business behind the practice. The clinical side is healthy. The question is whether the business is.
You may be experiencing:
Strong revenue without corresponding profit growth
Rising staffing and operating costs
Physicians spending too much time managing the business
Underutilized providers, facilities, or service lines
Unclear leadership roles and decision-making authority
Partners who disagree about priorities or future plans
Important initiatives that repeatedly lose momentum
Too much organizational knowledge concentrated in one person
No clear succession, transition, or exit strategy
These challenges do not mean you have built the wrong business.
They mean the business has reached a stage where it needs a different level of strategy, leadership, and execution.
What Good Looks Like
Your Practice Should Give You More Options, Not More Dependence
A healthy healthcare organization should create opportunity for its owners.
It should allow you to focus more of your time on patients, leadership, and the work only you can do. It should have capable people, reliable systems, clear financial visibility, and a strategy your team can execute.
Most importantly, its future should not depend entirely on your continued daily involvement.
You may be experiencing:
Improve EBITDA and operating margins
Create greater financial and operational clarity
Strengthen leadership and accountability
Increase provider and facility utilization
Reduce inefficiencies that consume time and profit
Build a team that can execute without constant physician involvement
Prepare for growth, partnership, succession, or sale
Increase the transferability and enterprise value of the organization
Your Role
You bring the clinical expertise, vision, and understanding of your organization.
Our Role
OneAccord brings the strategic framework, experienced leadership, and execution support to help you move forward.
Where We Focus
Strengthen the Business Behind the Practice
The challenges affecting healthcare organizations are often interconnected.
A margin problem may also be a staffing problem. A staffing problem may be connected to poor scheduling, unclear accountability, or limited financial visibility. A stalled growth initiative may reveal a larger leadership or execution gap.
That is why isolated recommendations are rarely enough.
OneAccord helps you determine what is holding the organization back, establish the right priorities, and put experienced leadership behind the work.
Focus 01 • Profitability
Improve Profitability and EBITDA
Rising costs and limited reimbursement growth are putting pressure on healthcare practices across the country.
You cannot always control reimbursement rates or market conditions. You can control how effectively your organization operates.
Provider productivity and utilization
Facility and procedure volume
Staffing levels and labor efficiency
Scheduling and patient flow
Vendor and supplier agreements
Service-line profitability
Administrative overhead
Financial and operational reporting
Follow-through on performance initiatives
The goal is not simply to cut expenses.
The goal is to build a healthier organization that can consistently convert strong patient care and demand into sustainable financial performance.
Focus 02 • Execution
Turn Strategy Into Execution
You may already know what needs to change.
The harder question is who will lead the work, maintain momentum, and hold the organization accountable.
OneAccord helps your leadership team move from ideas to measurable action by creating:
Provider productivity and utilization
Facility and procedure volume
Staffing levels and labor efficiency
Scheduling and patient flow
Vendor and supplier agreements
Service-line execution
Administrative overhead
Financial and operational reporting
Follow-through on performance initiatives
You do not need another strategic plan that sits on a shelf. You need a strategy that changes how the organization operates.
Focus 03 • Leadership
Strengthen Healthcare Leadership
A growing practice cannot depend on one physician, administrator, or executive to carry every major responsibility.
When leadership is unclear or too much depends on a few key people, decisions slow down, accountability weakens, and the organization becomes harder to scale.
Experienced fractional or interim leadership can help when you are:
Navigating rapid growth
Experiencing an executive leadership gap
Preparing for a permanent executive hire
Working through partner or ownership transitions
Integrating new locations, providers, or acquisitions
Implementing major operational improvements
Preparing the organization for succession or sale
Trying to move physicians out of day-to-day management
OneAccord provides experienced leaders who can step into the organization, help execute critical priorities, and develop the internal leadership capacity required for long-term success.
The goal is not to make your organization dependent on OneAccord.
The goal is to help you build an organization that is less dependent on any one person.
Focus 04 • Succession
Prepare for Succession or Sale Before It Becomes Urgent
Many physician owners wait too long to prepare for what comes next.
They assume a successful practice will naturally attract a buyer, support an internal transition, or provide the retirement value they expect.
But revenue alone does not determine the value of a healthcare organization.
Potential buyers, partners, and successors will also evaluate:
EBITDA and margin consistency
Physician and owner dependency
Strength of the leadership team
Quality of financial reporting
Documented systems and processes
Provider concentration
Operational risks
Partner alignment
Scalability and growth potential
The organization’s ability to perform after the owner leaves
Preparing early gives you time to address these issues, strengthen the organization, and create more choices.
Whether you eventually sell, bring in a partner, transition leadership, or retain ownership with less daily involvement, a more transferable business gives you greater control over the outcome.
From Operational Pressure to Measurable Performance
Synergy Health Partners
Increasing ASC Utilization, Revenue, and EBITDA
Synergy Health Partners had built a respected orthopedic and spine care organization with 31 providers.
However, underutilized ambulatory surgery centers, inefficient staffing, regulatory changes, and financial pressure were limiting the organization’s performance.
Its leaders did not need another theoretical analysis. They needed experienced operational guidance, clear performance metrics, and support executing difficult changes.
During an intensive eight-week engagement, Synergy’s leadership worked with OneAccord to:
Redesign scheduling around patient and procedure demand
Establish surgeon block times
Improve ASC staffing efficiency
Renegotiate supplier agreements
Evaluate an additional service line
Reenergize patient marketing efforts
Create stronger operational visibility and accountability
The Results
from 46%
62%
ASC utilization increased from 46% to 62%
from 24.6
13.4
Staff per case decreased from 24.6 to 13.4
trailing 12 months
+25%
Trailing 12-month revenue increased by 25%
trailing 12 months
+86%
Trailing 12-month EBITDA increased by 86%
Synergy’s leaders created the change.
OneAccord provided the framework, healthcare experience, and execution support needed to help them achieve it.
A More Transferable Business Creates More Freedom
First Aid Only
First Aid Only was not a physician practice, but its owners faced a challenge familiar to many healthcare business owners.
The organization depended too heavily on them.
Stagnant revenue, low margins, unscalable systems, and owner dependency were limiting the company’s value and making it difficult for its owners to confidently pursue their next chapter.
During an intensive eight-week engagement, Synergy’s leadership worked with OneAccord to:
Built more scalable operating systems
Clarified organizational roles
Improved revenue and profit margins
Reduced owner dependency
Strengthened the company’s leadership structure
Prepared the business for a successful transition
7x
The owners ultimately exited the company at a 7x EBITDA
valuation and were able to move forward into new ventures.
The lesson applies directly to physician-owned healthcare organizations:
A successful practice may provide income. A transferable practice creates options.
As the leader of OneAccord’s healthcare practice, Jim helps clients identify the issues limiting performance and determine the right path forward.
Based on the needs of the organization, he can also provide strategic oversight to experienced OneAccord operators working alongside the client’s leadership team.
Healthcare Experience Behind Your Strategy
Meet Jim Kodjababian
Business Growth Strategist | Healthcare and Private Equity Integration
You deserve a guide who understands both the business of healthcare and the realities of leading physicians, executives, and operational teams through change.
Jim Kodjababian is a seasoned healthcare COO and interim executive with extensive experience helping healthcare organizations improve performance, navigate growth, and prepare for significant transitions.
Jim has led private-equity-backed healthcare organizations and physician practice groups, including Sound Physicians and HopCo Orthopedics.
His experience includes:
Healthcare growth strategy
Physician practice operations
EBITDA and margin optimization
Ambulatory surgery center performance
Organizational transformation
Private equity and roll-up integration
Fractional and interim executive leadership
Strategic planning and execution
Succession and exit preparation
The Difference
Why Healthcare Leaders Choose OneAccord
You Gain Experienced Operators, Not Just Recommendations
You do not need someone to point out problems your team already knows exist.
You need experienced leaders who can help you determine what matters most, make difficult decisions, and move the work forward.
OneAccord combines strategic guidance with practical execution support.
Your Goals Stay at the Center
Your organization is not a template.
Your strategy should reflect your goals, ownership structure, market, specialty, leadership team, and vision for the future.
OneAccord helps you clarify what success looks like and build the path to achieve it.
Every Initiative Connects to Business Value
Operational improvements should produce more than activity.
They should contribute to meaningful outcomes such as:
- Stronger margins
- Better leadership
- Greater organizational capacity
- Improved execution
- Reduced owner dependency
- Increased scalability
- Greater enterprise value
- More options for the future
The Organization Becomes Stronger Without Becoming Dependent on Us
OneAccord’s role is to guide and equip your team, not replace it indefinitely.
A successful engagement leaves you with stronger leaders, clearer priorities, better systems, and greater confidence in the organization’s ability to perform.
A Quick Self-Assessment
Is Your Practice Ready for Its Next Stage?
Your healthcare organization may be ready for a different level of support when:
Revenue is growing, but profit is not
Physicians are carrying too much operational responsibility
Leadership meetings are not producing meaningful action
Important initiatives repeatedly stall
You have outgrown your current systems or leadership structure
You are considering a new location, service line, or acquisition
A key executive has left or is no longer the right fit
Partners are struggling to align around the future
You want to retire or reduce your involvement
You are considering a sale but are unsure whether the practice is ready
You do not need to have every answer before beginning the conversation.
You only need to recognize that the organization cannot reach its next stage by continuing to operate in the same way.
Common Questions
Frequently Asked Questions
What types of healthcare organizations does OneAccord work with?
OneAccord can support physician-owned practices, specialty groups, ambulatory surgery centers, healthcare service organizations, and other privately held healthcare businesses.
Each engagement is shaped around the organization’s size, leadership needs, operational challenges, and goals.
Can OneAccord help improve practice profitability?
Yes.
Improving profitability may involve evaluating provider utilization, staffing, scheduling, workflows, service lines, vendor expenses, leadership accountability, and financial visibility.
The first step is understanding where profit is being lost and which improvements will create the greatest impact.
What is fractional healthcare leadership?
Fractional leadership gives your organization access to an experienced executive on a part-time or defined-engagement basis.
This can be valuable when your practice needs senior leadership but is not ready to hire a full-time executive, or when it needs additional experience to lead a specific transition or initiative.
When should a healthcare organization use an interim executive?
An interim executive can help stabilize and lead the organization during a leadership vacancy, transition, turnaround, acquisition, or period of rapid growth.
The interim leader can address immediate priorities while helping the organization determine what it needs from a permanent leadership structure.
How can a physician practice reduce owner dependency?
Reducing owner dependency may require:
- Clarifying leadership roles
- Delegating decision-making authority
- Developing capable internal leaders
- Documenting essential processes
- Strengthening financial reporting
- Creating consistent accountability
- Transferring important relationships and knowledge
- Building systems that do not require daily physician involvement
The goal is not to remove the owner’s influence.
It is to ensure the organization can continue performing when the owner is not involved in every decision.
How do you prepare a medical practice for sale?
Preparing a medical practice for sale often includes improving EBITDA, strengthening financial reporting, reducing owner dependency, documenting processes, developing the leadership team, aligning partners, and addressing operational risks before diligence begins.
The earlier this work starts, the more opportunity you have to increase value and create options.
Does working with OneAccord mean we have to sell the practice?
No.
Building a more profitable and transferable organization benefits you whether you plan to sell, retain ownership, bring in a partner, transition to the next generation, or simply reduce your daily involvement.
Preparation gives you choices. It does not force a specific outcome.
Build a Stronger Practice Before You Need To
You have spent years building your reputation, caring for patients, developing your team, and creating a successful organization.
Do not wait until margins are under greater pressure, a leadership gap becomes urgent, or a potential transition is already underway to strengthen the business behind the practice.
The best time to improve profitability, reduce physician dependency, and build enterprise value is before you need to.
Build a Healthcare Practice That Gives You More Options
Schedule a conversation with Jim Kodjababian to discuss where your organization is today, what may be limiting its performance, and what needs to happen next.
