Independent venture
Independent Practice Resilience Assessment
A structured way for an independent practice to see where it is strong, exposed, or flying blind, before anyone proposes a system rebuild.
- QuestionOwners feel payer, administrative, and staffing pressure before they can point to a shared fact base.
- RoleFounder. Designed the assessment model, the public explanation, and the boundary of what the work will not claim.
- What I didNine domains, one operating cycle: Assess, Build, Operate, Improve. Technology stays subordinate to the decision.
- DemonstratesProblem framing, methodology design, and scope that stays honest.
The question
Leadership can sense that reporting is fragmented, denials are hard to interpret, or knowledge sits with one person. What is missing is a shared picture of where the practice is exposed and what is worth doing first. A tool purchase does not answer that.
The situation
Independent specialty and community practices face payer pressure, administrative load, and capability gaps that larger systems staff for. In August 2026 I started Independent Practice Intelligence, a venture inside CincyLogic, around that operating problem. It is services-led and technology-agnostic. It is not a software product, a payer-negotiation consortium, or a claim of a pooled clinical dataset.
The system
Physician owners, administrators, the reports and practice-management tools already in use, and the decisions those people have to make about revenue, operations, risk, and staffing. The assessment looks across financial visibility, payer position, operations, data maturity, technology, privacy and security, patient access, clinical quality, and organizational sustainability.
My role
I designed the public model for Independent Practice Intelligence: the Resilience Assessment as the entry, then foundations, payer intelligence, security-program coordination, and fractional support. I also drew the lines the work will not cross: no PHI on the marketing forms, no MSP or attorney role, no invented outcomes.
What I did
Start with Assess: understand the practice, the information on hand, the risks, and the priorities. Build only the reporting, definitions, workflow, or remediation plan that the assessment justifies. Operate with fractional capacity where a full-time hire is not justified. Improve by checking whether the intervention changed the thing it was supposed to change. Shared Practice Intelligence, learning across engagements, is named as a long-term idea, with an explicit statement that client PHI is not pooled and no proprietary cross-practice dataset is claimed today.
The artifact
A public description of the assessment and the capability set, a practice survey for research on what independent practices actually face, and a discovery conversation that asks for practice-level context only. The preserved venture site remains available while this portfolio occupies the root domain.
What changed, and what was learned
The venture is incubating. This page does not report client retention, revenue recovered, or denial-rate movement. Those figures are not published because they are not available to publish honestly.
What this demonstrates
How to turn a diffuse operating problem into a repeatable diagnostic, how to separate a long-term learning concept from a present-tense data claim, and how to write a service boundary that a cautious buyer can inspect.