Ophthalmic Management Consulting

Ophthalmic & Medical Management Consulting

In our opinion, the best way to approach this challenge is to be clear on your desired goals and outcome; be as specific as possible. Once you are clear on your desired outcome, selecting a consultant becomes easier. Our experience finds that the most successful practices use outside consultants on a regular basis; but the struggling practices, which would probably benefit the most, seldom do.

Whatever stated objectives in any given case, effective consulting should seek long-term results and is therefore, a process rather than an event. For this reason, we ask doctors to contract for a three-year retainer; during which time you can draw freely on our consulting resources as needed and allows John Gay & Associates to follow up on your progress. Your relationship with John Gay & Associates does not dissolve once the evaluation of your practice is complete; it will continue to develop through an ongoing assessment by the #1 Medical Consultant. We at John Gay & Associates measure our success by the success achieved by our clients.


Pathway to Professional and Financial Success

About John Gay & Associates:

Dr. John Gay entered the Medical/Dental consulting field since leaving a political career in 1975.  He served as an administrative aid for the late Senator Dirksen and as a staff aide to Presidents Nixon and Ford.

Over a period of time, John assembled a group of specialists in various fields of professional and business expertise to assist him with his nationwide consulting assignments.  His considerable experience in the field of practice management, combined with the superior skills of his associates, have given this company a unique ability of analyzing and meeting every need of a professional enterprise.

Because there are numerous vital components in what constitutes the whole entity of any professional or business organization, the team consists of specialists capable and experienced in all areas of a doctor’s practice where advice and guidance may be needed.

Contracting for the Consulting Process:

Whatever stated objectives in a given case, effective consulting seeks long-term results and is therefore a process rather than an event.  For this reason, we ask doctors to contract for a three-year retainer during which time they can draw freely on our consulting resources as needed.

a.)  The Retainer Agreement:  A doctor becomes a client of John Gay & Associates by signing a Retainer Agreement, which runs for three years.  The annual retainer fee is $3,000 to $7,000 for a one-doctor office, and an additional $500 to $2,000 for an associate doctor; fees vary due to professional type and size of practice.  Under this Agreement the practitioner is entitled to all of our consulting services by telephone, letter and facsimile.  There is no limitation on the number or length of telephone calls.  However, if it is necessary for us to return a client’s call we bill the doctor for reimbursement of the actual telephone charges incurred.  Once the doctor has become our client, we proceed as follows:

b.)  The Data Collection Process:  After we have received the Retainer Agreement with the appropriate fee, we mail two questionnaires to the doctor, one personal and the other pertaining to the practice.

Additional items requested are:

1.)  Three years of year-end (Profit or Loss) statements;

2.)  Last year’s business tax filings;

3.)  DISC (Personality Profile) Form;

4.)  Traffic Count in front of Doctor’s office;

5.)  Photo-a-rama (video, 35mm, or digital) of doctor’s office.


c.)  Monthly Report (Tracking Patient Flow):  We ask the doctor’s help with this by giving us the following information as soon as possible after he has become our client:

1.)  Number of patients scheduled;

2.)  Number of patients keeping their appointments;

3.)  Number of new patients;

4.)  Number of specialty patients (if applicable);

5.)  Number of “non-paying” patients (e.g., those who visit the practice with an appointment for a progress check, etc.) being seen at no charge;

6.)  Special Tracking:  The doctor may select an area of special concern where immediate help is needed (e.g., third party insurance, Medicare, Medicaid, finances, staff, etc.).  This does not preclude requests for assistance in other areas, but consulting obviously requires an in-depth look and analysis of the nature and needs of the practice before it can become truly effective in all areas of operation.

The Telephone Conference Call:

After the collected data has been reviewed and evaluated, and both parties have had the opportunity to get to know each other, a telephone conference call is set up between the doctor(s) and consultant(s).  Several areas are covered during this call, which lasts about one hour.  Some items dealt with are standard for all practices.  They include such vital matters as patient recall and other marketing techniques that can be implemented almost immediately.  Further, obvious problems are discussed and solutions suggested.  In addition, any special concerns of the doctor can be addressed and dealt with at this time.  Recommendations are then made for change and improvement; plans for action are prioritized, if necessary.  This verbal interchange between doctor(s) and  consultant(s) paves the way for the most important part of the consulting process, the on-site inspection of the facilities in which the doctor practices his or her profession.

The Practice Visit:

We have learned from experience that there is no substitute for a personal consulting visit to the doctor’s practice.  It is here that, on the basis of the substantial information already analyzed and at hand, the discerning consultant keenly observes, evaluates, and critiques the work that goes on in a clinic.  All facets of the professional/business enterprise will be carefully examined in terms of their efficiency, potential for growth, efficacy of patient care, and ultimate profitability.  These include such areas as the professionalism of the staff, the condition of the facilities, the type of equipment in use, and marketing techniques.

A typical practice visit usually takes three or four days, depending on the number of clinics in the system.  The cost of the visit is $6,000 to $10,000 plus actual expenses for a single practice, and $1,000 to $3,000 for each additional location (e.g., satellite offices) charges vary due to professional type and size of practice.  Of critical importance to the consulting relationship is the personal rapport established between doctors and consultants, which can greatly impact the effectiveness of the work to be done.

Implementation and Follow-Up:

Shortly after the practice visit, a detailed summary of our findings will be prepared and sent to the doctor.  This is a prioritized checklist of the various items that require action to produce change, improvement, and growth.  Prompt and efficient implementation of the measures suggested by us is absolutely critical to the success of the consulting process.  It is also vital to the doctor’s professional and financial growth.

We monitor implementation and the results carefully by requesting such items as monthly financial reports, patient flow statistics, and other data relevant for measuring progress.  Most importantly, we stand ready to advise and guide doctors and staff through this critical phase of major change, which can extend from facility upgrades and increased patient flow to public relations and financial management.

Understandably, our success in the field of practice management depends not only on the quality of advice we offer, but how effectively the client implements it.  For this reason we like to build a “partnership for professional growth and financial success”.  We believe that in this way we can make an impact for positive change on our client doctors.  They have, after all, entrusted us with the task of enhancing their careers, and improving the quality of their lives.  To this challenge we dedicate our skills and our resources.