Put Dr. Neil Gailmard on your practice advisory board! Here is a sampling of areas where Gailmard Consulting can help your practice…
Staff management and training. This aspect of management causes more headaches for practice owners than any other. I’ll show you how to build a happier staff with good attitudes (most of the time, anyway) by improving your office culture and job satisfaction levels. I earned a concentration in Human Resource Management with my MBA degree and I manage a staff of 25 employees in my private practice.
Setting professional fees and optical prices. Sure, its easy to just say “raise your fees”, but I‘ll review your fees based on your history and your patient base and help you to set them properly. There are many ways to increase your average revenue per patient and I’ll find the right combination.
Getting control of managed care. Managed care is here to stay, but you may be able to drop some plans and actually increase your profitability. I’ll analyze your plans and your billing process and show you how to be profitable with vision and medical plans.
Reducing accounts receivable. What would you do with the cash that is sitting on your books, owed to you by patients or insurance companies, if it was all paid in full? Do you ever have to write-off bad debts? We’ll bring this under tight control and your cash flow will improve dramatically.
Increasing gross revenue. There are only three ways: see more patients, sell more to each patient, or raise your fees. I’ll help you do all three at once.
Increasing net revenue. Your net will automatically go up if the gross goes up, because your fixed expenses will stay the same. But there are many other ways to cut costs and cause an immediate increase in your net income. You can’t cut your way to prosperity… but we can’t tolerate waste in overhead costs either.
Office design. You may be able to use your existing space more productively, or if you decide to move, I’ll help you design for the future. My first office was only 570 square feet and my present one is 10,500 square feet – and I’ve had several in between. I’ve worked with architects and designers and I know the space requirements for eye care.
Examination routine. You can see more patients but not work any harder. You can reduce your appointment slot times while making each patient think you have all the time in the world. I’ve done it.
Instrumentation. You name it; I’ve owned it (or researched it). Clinical instruments can be great time savers, practice builders and income drivers. Let’s talk about what’s on your wish list. Do you know which instruments pay for themselves from day one? Why not have them?
Optical dispensing. Does your office fill at least 90% of the spectacle Rxs you write for your patients? Does your staff sell two or more complete pairs of glasses very often? I’ll show you how.
Contact lenses. There are still excellent profits to be made in contact lenses; do you feel like you’re making them?
Clinical and office forms. I’ll share the administrative and clinical forms that have worked in my practice and I’ll help you design new ones for your needs.
Associate doctors. A practice that has appointments booked solid for weeks ahead is like having cash sitting in front of you for the taking. We just need to bring those exams forward to today. Associate optometrists can increase profitability for the owner while providing for a future exit strategy.
Take time off. Doctors often start out trying to build security by having a practice that depends upon them. The problem is, they soon have a practice that depends upon them. I’ll show you how to build a system that attracts patients, whether you’re there or not.
