Physician Practice Co-Management

JHD Healthcare Partners partnered with a large, multi-specialty physician organization experiencing sustained operating losses, fragmented governance, and limited alignment between physicians and administrative leadership. Despite strong clinical capabilities, the organization was operating at a $12 million annual loss driven by inconsistent operational management, underutilization of enabling systems, and unclear accountability across physician and administrative roles.

JHDHP was engaged to stabilize performance, restore operational discipline, and support physician leadership during a period of significant change, while preserving clinical autonomy and engagement.

JHDHP implemented a physician practice co-management model anchored by the placement of interim physician and operational leadership within the organization. These leaders worked alongside existing physician and administrative teams to provide hands-on management support, accelerate decision-making, and establish clearer accountability across clinical and operational functions.

The interim leadership team focused on improving day-to-day practice operations, strengthening the use of the EHR and Practice Management systems, and standardizing workflows to improve visibility into performance and cost drivers. JHDHP also evaluated physician and administrative staffing structures, addressing gaps and overlaps to better align resources with operational needs.

In parallel, JHDHP supported organizational leadership in developing an integrated strategic plan that aligned near-term stabilization efforts with longer-term clinical, operational, and growth priorities. This work ensured that operational improvements were sustainable beyond the interim period and embedded into the organization’s governance and management structures.

Through this engagement, the organization reduced a $12 million operating loss to breakeven and restored financial and operational stability. Interim leadership enabled faster execution, improved operational consistency, and stronger alignment between physicians and administrators. The organization emerged with clearer accountability, improved system utilization, and a more disciplined operating foundation to support ongoing performance and future growth.