By the time a stipend increase reaches your desk, the group has usually had advisors working on it for months. The asymmetry in these negotiations is rarely one of will — it is that one side has modelled the problem and the other has not.
We build your side of that model: what the coverage actually costs against the schedule you actually run, what comparable facilities pay per anesthetizing site, and what each term in the agreement is worth in dollars.
Then the terms themselves — performance incentives that measure something, termination provisions that do not leave the OR exposed, and a renewal path that does not restart this argument every year.
Where this starts
Tell us the situation and we will come back on what this would involve at your facility — and on what it would not.
Key Deliverables
- Term Optimization
- Performance Incentives
- Termination Mitigation
- Renewal Strategy