Closing the eighteen inches between the boardroom and the operatory.
Where clinical leaders become the value creators DSOs have been looking for.
Clinical leaders aren't a cost center. They're the last unoptimized value creator on your P&L
Most PE-backed DSOs have already run the operational playbook. Payer contracts renegotiated. GPO savings captured. RCM tightened. AI layered in wherever it fits.
And EBITDA still isn't moving the way the model said it would.
That's because the next lever isn't operational. It's clinical. And most DSOs don't yet have a way to translate what happens in the operatory into what shows up on the P&L.
The gap isn't in the financials. It's in the eighteen inches between the boardroom and the operatory.
DSO executives and PE operating partners are trained to read financial performance and identify operational inefficiency. Clinical leaders understand what drives provider behavior, patient retention, and team performance. In most organizations, those two capabilities never fully connect — and the gap compounds quietly, quarter after quarter, in hygiene performance, in associate engagement, in the kind of clinical culture that either supports a multiple or erodes it.
Clinical leadership, translated into financial performance, is where the next multiple gets built.
That translation is what I've spent 20 years doing.