Sustainable growth is vital for long-term viability. In an industry where trends can change rapidly, a stagnant practice risks falling behind. By focusing on growth, practices can explore new revenue streams, expand their service offerings, and ultimately provide a comprehensive suite of options to their clients. This forward-thinking approach ensures that they stay relevant and continue to meet the evolving needs of their clientele, thereby fostering loyalty and trust in an increasingly discerning market.

In the world of aesthetic medicine, the demand for non-surgical procedures is growing exponentially. From injectables to skin rejuvenation treatments, non-surgical options provide patients with effective, less invasive ways to achieve their aesthetic goals. For plastic surgery practices, expanding the non-surgical side of the business is not just an opportunity to meet this demand but also a strategic move to diversify revenue streams and strengthen patient loyalty.

Understanding the federal Stark Law's definition of a "group practice" is crucial for physicians aiming to comply with regulations.

Starting your own plastic surgery practice is a big step, but the right financing can make it possible. By understanding your options, risks, and benefits, you can make informed decisions and set your practice up for success.

A plastic surgery practice is only as strong as the people that make it up. Recruiting the right people is crucial to building a successful practice, but the task can be daunting. Here are five key concepts to keep in mind when starting the recruiting process:

Navigating employment in New Jersey? Stay compliant with a variety of state-specific laws governing workplace relationships.

Implementing changes in your plastic surgery practice doesn't have to be difficult. By planning ahead, involving your team, and communicating with patients, you can make improvements that benefit everyone. Keep these tips in mind the next time you're thinking about making a change to your practice.

The old ways of leading just don’t seem to work anymore. It’s clear we need leaders who are caring, flexible, and in touch with people’s needs.

Most No Surprised Act complaints were against providers, facilities, and air ambulance services, with a significant portion involving surprise billing for non-emergency and emergency services, as well as issues with good-faith estimates.

Here are 8 key tips for employers