Retaining staff in your medical practice usually gets talked about as a pay problem or a benefits problem. Sometimes it’s neither. Sometimes it’s many small, micro-frustrations that slowly burn out a person. Like a computer that’s too slow to load a program, wasting seconds and mounting frustrations every day. Over and over and over.
One of the best ways to keep good staff has nothing to do with a raise. It’s asking them what’s slowing them down, what’s frustrating them, what’s inefficient in tasks they have to do and actually fixing it.
You’re a Boss, Even If You Don’t Think of Yourself That Way
Most physicians start practice thinking they’re doctors who happen to have an employee or two. We don’t see ourselves as employers. Or bosses.
I don’t like thinking about my team that way. I see us as equal members of the same team. My admin runs my life, and I mean that literally. I tell patients “she’s the boss, I just go where I’m told,” and it’s not really a joke. I couldn’t see the number of patients I see, or show up the way I want to show up, without her and without the practice extenders who support my practice day to day.
Here’s the part that’s easy to skip past. Even if you see the relationship feels equal, there is a hierarchy.
You’re the one signing the paycheque. That means creating a place people want to work is on you, whether you asked for the job or not. It’s also one of the best ways to retain staff in your medical practice.
The Slow Computer Nobody Mentioned
When I finally sat down at my admin’s desk to look at something quick, the lag between programs nearly made me lose my mind inside of two minutes.
She’d never brought it up. To her, it was just Tuesday.
We got her a new computer. She estimates it’s given her back 30-45 minutes a day and cut hundreds of micro frustrations.
When Fixing Your Problem Creates Someone Else’s
The flip side is just as real, and physicians talk about it less.
I’ve been using an app called Wispr Flow to dictate into notes faster when my templates don’t quite cover the nuance for a specific patient (not an ad, just real love). It gets me time back every day.
But it also changed the shape of some of my notes. Paragraphs instead of the bulleted plan my nurse Emily used to pull from fast when she prepped follow up notes. What made my job faster made hers slower, more difficult and more frustrating.
Fixing your own problem and creating someone else’s isn’t a failure. It can easily happen when we make a change and don’t check in with our team.
The Short Version: Retain Staff In Your Medical Practice Step 1
You don’t need an HR department or a budget for new equipment to start. You need two minutes and a direct question. Ask your team what’s frustrating, slow or inefficient about their day and what would make it better.
If nothing comes to mind right away, that’s normal too. Most people stop noticing their own annoyances. Have them write it down for a week and revisit it together.
What you’ll usually find isn’t laziness or a long list of complaints. It’s small, fixable things that have been sitting there long enough to feel normal. Fix what you can.
And doing this? This makes every day for your team better, less frustrating. They can then do their jobs more easily, faster, which is going to help create validation and loyalty. They’re going to have more time to help figure out more ways that you can keep running your practice better, which is only going to benefit you in the long run.
Dr. Kate Boehm MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the way for female physicians to get their time back. So they can show up as the person they want to be in their lives.
Who doesn’t want easier clinic days?
Have you ever checked into a hotel room and the experience was just…easy? Lovely, even?
The confirmation came at the right time, the reminder wasn’t annoying, you knew exactly where to go and what to bring, and by the time you arrived you were already in a good mood. Nobody had to work very hard to get you there. You were set up to have a good experience before you ever walked through the door.
Your patient’s journey before the appointment can work the same way. Most of us just haven’t thought about it.
We think about the clinical encounter. The history, the physical, the plan. We don’t think about what was happening before their arrival to clinic. What patients received before they got to us. Whether they felt confused or clear. Whether they’d spent the week calling the office to ask what they were allowed to eat.
And this is a huge opportunity to make your patients, your teams and your own life easier.
What Are Your Patients Actually Receiving Before They See You?
If you’re a specialist, that journey starts when the referral lands. If you’re in primary care, it starts when they call to book. From that moment to the moment you walk in the room, what are they getting?
For some practices, not much. Including mine, until I actually took a look at it.
FYI, (learned this the hard way) your patients might also be receiving emails or notifications you didn’t set up and aren’t aware of.
We discovered this the hard way. We were sending appointment reminder emails, and Gmail was auto-suggesting to patients that they block off a two-hour window. Patients (in my case) assumed their procedure was happening the same day as their consult.
Mass confusion, disappointment, a lot of phone calls and staff time walking people back from an expectation nobody meant to set.
It took us a while to figure out where that was coming from. And because people were confused and had made arrangements and had other expectations, in the visits I had to dig myself out of that hole (that I didn’t even dig for myself) to then finish on a more positive note = more energy expenditure = harder days.
The Payoff: Easier clinic days for everyone.
Physicians, we are not a concierge service. I’m not suggesting you be one.
My argument is that when patients know what to expect, feel like they’ve been communicated with and arrive with clear expectations, a few things happen:
- They come in a better mood.
- Your admin fields fewer repetitive calls.
- The visit starts from a neutral or positive place instead of you digging out of a hole someone else dug.
We all know what a hard patient day feels like versus a good one. The energy expenditure difference is real. And if you can get patients into a better place before they see you, your days get easier. For you, for your team, for your admin.
Using Pre-Visit Time to Get Work Done
Another thing to think about on that patient journey before they see you: how can you use that time before their appointment to get some of your work done?
Most EMRs have a built-in intake form or an add-on that lets you send one. Past medical history, medications, allergies, whatever you always ask..patients can answer all of this before the appointment.
If you have a practice extender, they could copy patient responses straight into a consult note template.
Or if you see a lot of hernias, you could have a pre-visit questionnaire that covers your standard questions and starts the note before you’ve walked in the room.
The Short Version
Start by figuring out what your patients are receiving from referral to appointment day. Not to redesign anything from scratch. Just to know what’s going out under your name.
Then ask: what questions or expectations do they reliably show up with that could have been addressed ahead of time?
Take that a step further: is there a way to start collecting the information you need before you even walk in the door?
We aren’t a concierge service, but thinking about the patient experience before you walk in the room can start meaning that everyone’s days are easier: patients’, your team’s and yours.
Dr. Kate Boehm MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the way for female physicians to get time back.
You did the interview. You sat across from a candidate, asked a few questions, shook hands. Thought you were done. And then, three months into working with that person, realized that the version of them in the interview had very little in common with the version standing in our office.
Hiring for your medical practice can be as simple or as rigorous as you want it to be.
Adding a few steps borrowed from the business world, and using a structure that actually maps to how physicians think, gives you a much better shot at, in the words of Jim Collins, getting the right people in the right seats.
The book Who, made me realize that a CV is a list of someone’s perceived greatest accomplishments. And none of their weaknesses or failures. It is by default one-sided. When you think of it that way, all of a sudden CVs seem more like a screening tool. Not a benchmark tool.
Be Specific About What You Actually Need
Before you post a job or interview a single person, get clear on exactly what this role is. Not in your head. On paper.
Whether it is a new role in your practice or even if you are replacing someone who’s been in this role, getting crystal clear is only going to make hiring easier and more successful for you and whoever you bring on.
What are the responsibilities? What does a job well done look like, concretely? What doe success look like at 30 days, 90 days, 6 months?
This is useful for candidates because they can self-select out if the role isn’t what they want. It’s more useful for you because it forces the discipline of defining the job before you hand it to someone.
Another huge benefit of doing this? The job description document becomes the foundation for the position’s Playbook (or standard operating procedure (SOP)) ie what the job is and how to do it. This can be a living document, and any person, present or future, can add to it so that it is always up to date and can serve as training and a guide so you don’t have to repeat yourself over and over.
You Can’t Really Know Until You Work Together
We know this from residency. We did electives at programs we were seriously considering. We worked alongside the teams for weeks. When we were the residents and the attendings, we see how the medical students operate under pressure, respond to feedback, what their judgment was like in the moment.
The interview was not the most important part of the process. The elective was.
This translates this to when you hire for your medical practice. Potentially, you work with someone in the hospital who has a part-time contract. You might be able to work with them in a slightly different role but still get to know their qualities. This is how I actually hired the two patient-facing practice extenders I work with in my own practice.
If that’s not an option or the right person isn’t already in your orbit, the business equivalent is a paid trial project. If you have two strong candidates and a project sitting on your to-do list (like a post-op instructional video for patients), bring both candidates in for a defined, compensated period to do the work. Watch how they take direction. Watch what they do when something isn’t clear. Watch how the interact with your team. Watch whether they follow through without being chased.
This isn’t standard practice in most medical offices. But that doesn’t mean it shouldn’t be.
Build In a Probationary Period
Even after a good hiring process, a probationary period matters. It protects both of you. It creates a clear window to re-evaluate.
The probationary period works best when the expectations are already written down (which is another reason clearly describing the role and laying the foundation of the Playbook is so important).
If you have done the work of defining the role clearly, the probationary evaluation is just a check against that document. If they’re meeting the goals, easy you’re good. If they’re not, everyone was clear from the beginning what success looked like and they haven’t been meeting it.
The Short Version
Is hiring always this structured? No. Plenty of good hires happen on gut feeling and a reference from a colleague.
But if you’ve ever had to let someone go, or navigated working with someone who wasn’t right for the role, you know what that costs. It costs time, your team morale and your energy (sometimes soul) for weeks or months before you do anything about it.
When you hire for your medical practice, the upfront work of defining the role, running a trial project and setting a real probationary structure is not extra. It’s insurance. And for physicians building a practice that actually runs the way you want it to, one that gets your time and energy back, it’s the kind of investment that pays back faster than almost anything else.
We don’t do this alone. And just like companies that became great, we need the right people on our bus.
Dr. Kate Boehm MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the key for female physicians to get time back.
Who else feels like physician finances get complicated really fast?
Most of us know, but still live through it, that the decisions we make in the first few years of practice can influence the rest of our lives far more than we appreciate.
Recently I sat down with some acquaintances who are bankers working with physicians. When I asked them “if you weren’t afraid to hurt physicians’ feelings, what would you tell us?” this is what came back.
These people spend their careers watching physician finances. The biggest risk is not picking the wrong investment. It is not even high taxes. It is just not paying attention to the right things at all.
What’s Not Discussed in the Doctor’s Lounge
Comparison is real. Physicians talk about wins, but we don’t tend to talk as much about:
- the deal that didn’t work out
- the rate that was not quite what was implied
- the investment that underperformed expectations
“Don’t believe everything you’re told” is advice worth tattooing somewhere visible. Rates, deals and financial structures vary enormously depending on individual circumstances. What worked for the person across the doctor’s lounge from you might be completely irrelevant to your own situation.
Ask holistic questions about your own goals, your family, your timeline. Not what others claim to be doing.
Some Classic Moves (We All Know Someone)
There is a pattern, and some of us follow it. Residency ends, the income arrives and then: a bigger house in the best neighbourhood, a vehicle that maybe costs more than our debt load would theoretically suggest, renovations that were supposed to be modest.
These can be very reasonable decisions individually, but it is easy to have all of them happen at once after years of delayed gratification. And collectively, it is expensive. This is the definition of go big or go home, and it’s not wrong, but it can have long-term implications on things like when you’re able to retire.
The opposite end of the spectrum is spending money trying to save money. Spending four hours researching a rate difference that nets you $5 in savings when your hourly billing is $350 is not financially prudent. When you think about it, it’s absurd. We are not trained to think about our time as an asset, but it is the most valuable one we have.
The last one is specific but surprisingly common: check whether you still have joint accounts with other people, including possibly your parents. It is usually a relic of convenience. But it is worth a look to see if your mom or dad is still on your bank account (it’s apparently more common than we think).
What Actually Helps in Physician Finances
Unsurprisingly, the key in physician finances is starting to plan before you need to is the overwhelming recommendation.
Two or three years before a major expense is not excessive. Family dynamics and supporting loved ones, practice ownership, parental leave, buying a new home: most of these are foreseeable.
Starting early when we can gives us a leg up when the time comes. It gives us the opportunity to make choices that actually suit us, rather than panic buying or panic selling because we haven’t prepared and suddenly have to make a big decision under pressure.
Get the legal basics done. Yes, it can feel time-consuming and a bit annoying, but we have to do it. Wills were the big one that came up. The number of Canadian physicians practicing without one is surprising. Having a will sets you and your loved ones up for something you hopefully won’t have to deal with anytime soon.
Build a financial team that talks to each other. Accountant, lawyer and banker in separate silos creates friction and ultimately costs you time. A colleague once had to physically transport paperwork between advisors who would not communicate directly. This is not easy. This is not streamlined. This is not time efficient. But it is an easy setup to fall into, one that we can and should avoid.
The Short Version
In physician finances, the question worth asking is not “what are others doing?”
It is “what do I actually need, and when, for myself and my family?”
The decisions that cost Canadian physicians the most are not dramatic. They are often kind of boring:
- lifestyle inflation in the first few years
- legal documents that never got done
- a financial team that doesn’t communicate directly
- a habit of comparing ourselves to colleagues who are only sharing the highlight reel
Do the boring things early. Get the will done. Find a team that talks to each other. And stop spending four hours on a $5 question when your time is worth considerably more than that.
Dr. Kate Boehm, MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the key for female physicians to get time back.
Hey guess what? You are a business. (🤯) Whether you’re on an AFP or fee-for-service, if you’re running a medical practice, you are running a business. Most of us (read: me) didn’t quite get that memo.
Business advice is everywhere. Business advice for physicians that matches the nuance of medicine is more difficult to come by.
The problem is very few of the good, solid business principles translate directly. And if you’ve ever tried to apply standard business advice to your practice, you’ve probably already discovered why.
The Advice Sounds Great Until It Doesn’t
Take this one: find the thing you do that makes the most money, do more of it and stop doing everything else.
In a traditional business? Solid logic.
In medicine? If I applied that strictly, I’d stop doing hand trauma. Nail bed injuries, hand infections, fractures. Not the highest codes. Can’t exactly take them off the menu. Nor do I want to.
Or this one: volume fixes almost everything. No audience? More posts. Bad at sales? More reps.
For most Canadian physicians, low volume is not the problem. Overwhelming volume is the thing currently threatening to swallow us whole. The wait list is only getting longer. The issue is how we manage the volume without running ourselves into the ground.
And then there’s the hourly rate rule: calculate what your time is worth per hour, and anything you can pay someone else to do for less than that, delegate it.
This one is actually the closest to useful. And one I advocate for, but with caveat. The translation isn’t direct. Because there are tasks that don’t bill as much but still require us. The rounds before clinic. The difficult family conversation after a procedure. You can’t outsource those, regardless of what the math says.
What We Do With It Instead
None of this means we throw out the advice. We can translate it.
Take the volume problem. We can’t just pile on more patients necessarily, but we can look at where we can leverage our time. And this is where the power of our schedules shine.
A gynecologist colleague books quick phone calls while their patient is getting changed. Same block of time, one more patient through. Not for every situation, but for certain result reviews or straightforward follow ups, it works.
On the revenue side: we’re not going to stop doing the work that matters because it doesn’t bill as well. But talk to colleagues about codes they use. Make sure you’re in alignment with them. Look at the billing book again (a real slog, but sometimes there can be hidden gems in there).
And the hourly rate rule? We can apply the spirit of it. Does this task require an MD? If not, who else could do it, and what would that cost compared to what your time is worth? That question can be impressively freeing.
The Short Version
Is traditional business advice useful for physicians? Yes, but it needs translation. The concepts hold up. The direct application almost never does.
Can we just think of ourselves as businesses and ignore the rest? No. The context is too different. But the principles that make a business run well, knowing what only you can do, knowing what your time is worth, building systems so the routine stuff runs without you, those do.
The physicians who figure out the translation are the ones getting their time back. That’s the power of thinking of yourself as a business. And it doesn’t mean turning your practice into an impersonal machine.
It’s about treating patients in a way that you feel good about while also not costing you your life.
There’s more to dig into, on translating business advice for physicians and more topics, and soon we’ll be having deeper conversations. Stay tuned. 👀
Let me try to put into words where I actually stand on AI right now, because it’s taken me a while to get here and I’m not sure I’m fully here yet.
A few months ago I started my learn-about-AI journey. Not because I was excited about it. Because I was scared of it.
I’ve learned that fear without information is just paralysis. AI for female physicians isn’t a future problem we can defer. It’s a now problem, and the question I kept coming back to was whether I was going to engage with it or keep my head in the sand.
The fear is still real. I’ve seen I, Robot. I’m not being talked out of that.
Powerful tools used badly do real damage and the speed at which this is all moving is uncomfortable hard to sit with.
But here’s where I landed: staying out of the conversation isn’t the safe option. It just feels like one.
What Actually Happens When We Opt Out
A few months ago, Reese Witherspoon posted something that blew up the internet.
Her point, echoed by other women who are leading the AI education and ethical use charge, was simple: AI is disproportionately likely to affect women. This includes AI for female physicians.
Not because we’re less able (obviously not), but because the roles most likely to be restructured first tend to skew female.
The people who most need to be shaping AI policy, AI integration and AI ethics are exactly the people at highest risk of being talked out of the room. This. Is. Us. Women. Female physicians.
Ignoring AI doesn’t make the decisions about it go away. It just means those decisions get made without us.
That felt more uncomfortable than end-of-world I, Robot fear.
Learning to Use It Without Losing Your Mind
Starting from zero with AI feels a lot like showing up to a subspecialty conference in a field you’ve never practiced. Everyone is four levels deeper than your working vocabulary. You’re still on the first paragraph of the Wikipedia page and they’re somewhere in chapter seven.
That’s where this girl started. And honestly, a lot of the time that still feels like where I am.
What’s helped is having a structured way in rather than just typing something into a chat box and hoping for the best. Because the difference between AI that produces generic slop and AI that actually does something useful is almost entirely about how you set it up.
A two-week meal plan built around my preferences, my time limitations, my goals and what I actually like to eat is entirely possible and is not the same thing as a generic meal plan. The former could give me an hour on Saturday morning back. The latter is useless.
The same logic applies professionally. AI that knows how I think, what I’m trying to say and who I’m talking to produces something worth reading. AI that doesn’t know me produces content that reads like it was written by a committee.
I’m still learning that distinction. But I can already feel the difference.
The Bottom Line
Is AI going to change medicine? Yes. Is some of that change going to be uncomfortable? 100p. Are there applications of this technology that genuinely worry me? Still, absolutely, yes.
But opting out doesn’t protect me from any of it. It just guarantees I’m not part of the conversation about how it goes. And I’ll always be behind.
For female physicians who are already navigating businesses (yes, your practice is a business) we were never trained to run, adding one more thing to learn feels unreasonable. I know. I feel that too. But this one might just have a higher cost for ignoring it than most.
The physicians who understand how these tools work are going to be the ones in the room when the rules get written.
I’d rather be in the room.
The goal isn’t to become an AI expert. It’s to stop letting fear make the decision for me.
Dr. Kate Boehm, MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the key for female physicians get time back.
How many times a day is your brain cycling through a never-ending list of unfinished tasks while a patient is telling you something important, you’re are nodding, but you are not actually there.
Practice systems for physicians are not about turning your clinic into a corporate machine. They are about clearing the mental ticker tape so you can do the thing only you can do. And be present at home. And with your patients.
What a “System” Actually Means
Systems sounds like something from a business school textbook. Great news – it’s not. And you don’t need a MBA to figure them out.
A system is just a way that a thing gets done, consistently, by the right person, at the right time. That is it. Who does what, when, and how often. Sometimes it is the whole task. Sometimes it is just your piece of it. (Note: “the right person” comes from Good to Great, which IS a business book but this one applies really well to practicing medicine too.)
This could be how you want your ice cream sundae assembled. Or your grocery bags packed.
In a Canadian medical practice, that might mean: third-party forms get batched on Thursday afternoons. Medication lists are pre-populated before the patient arrives. Printer paper reserves are managed by your admin. T4 slips get sent by your accountant automatically without you tracking them down.
None of those tasks require an MD. But without a system, they all end up your mental to-do list.
The Presence Problem
One of my patients came in for his carpal tunnel release. We talked about the swim spa he mentioned in consultation during the surgery. That conversation happened because I was actually in the room with him, not mentally writing notes or trying to remember whether I had responded to that that task my admin sent.
That is what systems buy us: presence.
When the administrative layer of the practice is running in the background without us having to supervise it, we get back the mental bandwidth to actually engage. Patients notice. It also makes the work more interesting, because we are talking to people, not just ticking names and notes offa list.
The people around us notice too. When your admin and practice extenders know how things are done and when they are expected, they have less questions. That’s less interruptions for you. They also start to develop their own autonomy. They know how you work, so when something new comes up, they can often propose a solution that fits your style rather than waiting for you to solve it.
Systems Don’t Squash Your Autonomy or Your Creativity
For anyone who finds structure constraining, keep in mind that these are your systems. You build them around how you work, how you like to interact with patients and what actually matters in your specific practice.
They do not have to look like anyone else’s clinic.
The systems handle the stuff that does not need you. And this is what creates the room to be spontaneous with patients, to shake up a schedule, to have an actual conversation without watching the clock because you are already behind on something else.
My argument: structure in the background creates freedom.
The Short Version
Do practice systems actually improve patient care, or just efficiency? Both. When we’re not mentally managing printer paper and form logistics, we are more present in the encounter. Patients get a better version of us. We get to inch closer to the doctors we want to be.
The best news: does building systems mean a complete practice overhaul? No. Start with one thing. Third-party forms on a set day. One task delegated fully to admin. Small changes compound. The goal is momentum, not perfection.
Is this realistic in a busy practice? IMO – it is most necessary in a busy practice if you want to have a hope of finding some joy at work and the work not burning you out.
The more complex the practice, the more value there is in having practice systems for physicians: clear expectations for how routine things get handled. One percent better, repeated, that adds up.
Dr. Kate Boehm, MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that for female physicians practice management is the key to better health, life and finances.
Physician paperwork management is one of those problems we solve the wrong way by default: we do the form right now, in the room, because it just gets it done and off the mental to do list.
But this realistically isn’t easier in the big picture. It just feels that way in the moment.
The Cost of “I’ll Just Do It Now”
How many times have you been wrapping up a visit, rising out of the chair when the patient reaches into their bag and pulls out a novel of insurance forms? Heart instantly skinks. Energy immediately changes. Frustration (likely) jumps. You are now running four more minutes behind and clinic has barely started.
Or you’re between OR cases, in the middle of marking the next patient and someone needs a work note right now.
These are legitimate tasks. They are part of the job. But, great news, the job does not specify that they need to happen at that exact moment.
If we do one extra form per patient and see ten patients in a half-day, that is ten minutes of clinic time gone. Do that across a full week and it is easily an hour of unplanned administrative work squeezed into time that was already booked to the max. The lateness compounds. The stress compounds.
What a System Actually Looks Like
A colleague (a Canadian physician who runs a busy subspecialty practice) handles it like this: if a patient needs a work note or third-party insurance forms, they are directed to call her admin. Admin collects the paperwork, gets it into her EMR as a task and notifies her when it is ready to complete. Once she signs off, admin handles the return to the patient.
The patient knows what to expect. Admin knows what to expect. She knows what the expect and it’s not on her mental ticker tape in her head. Win-win-win.
That is not a complicated system. It is just a system. (This is another business-principle-applied-to-medicine, inspo from The E-Myth Revisited.)
Another approach: block dedicated time weekly for work notes, insurance forms, etc. Example: thirty minutes every Thursday morning. Patients who need paperwork are told it will be ready by end of day Thursday. They stop calling to follow up. Your admin stops fielding those calls. The forms get done in a focused window, not as an afterthought wedged between two consults.
The key in both cases is the same. The expectation is set upfront, you know there is a system so it’s not on your mind (or eating your clinic minutes) and everyone knows how it runs.
The Short Version
Does physician paperwork management actually reduce stress or does it just move the problem around? Personally, it reduces it. A lot.
When forms have a dedicated time and a clear process, they stop accumulating in the back of your clinic brain. You are not half-thinking about that insurance form while calculating where you are in the schedule and trying to listen to your next patient.
Should patients be told about this policy in advance? 100p, and early. Most patients are fine with it once they know what to expect and when they will get their paperwork back.
Will some patients still complain? Probably. But likely fewer than you think, and far fewer than when there is no system and things sit in some cracks.
Clinic is for clinic. Physician paperwork management works best when it lives somewhere else on the schedule with a process your whole office understands.
Dr. Kate Boehm, MD, MEd, FRCSC is a reconstructive plastic surgeon and the founder of DuplicateMeMD. She stubbornly believes that practice management is the key for female physicians to have better health, wealth and lives and to feel like it was all worth it.