Dr. Benjamin Lowentritt
speaker
377 appearances
1 recordings
1 series
first heard Jul 2026
last heard 10 Jul
Dr. Benjamin Lowentritt’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Jul 2026 with 1.
Appearances
But I think that the entire discussion, and you brought up some of the really good points in your introduction, is there's a very different discussion when they're evaluating potentially what can be done in the private practice world, right?
I think it's really important to sort of establish that, and even when we talk about within an organization like LUGPA, that for many of us, the definition of independent means not working for a hospital or an insurer, right?
So we don't distinguish between our groups that are, you know, have no corporate partner versus those that have a management organization that's associated with it.
And so I think understanding kind of what we're really talking about is really critical.
A private equity management relationship with a practice should never mean that there is a private equity relationship.
you know, worker, that's someone that actually is part of the private equity firm working arm and arm with doctors in their offices or even really in their management company, right?
Well, I think this is a good question, right?
I think that to be successful, that would be one of the things that I think would be really critical.
I don't think it's universally true.
And I also don't think it's necessarily universally true that every model is going to look the same or that some specialties
may make as much sense as others, right?
And just as an example, emergency room or anesthesia or pathology or radiology, where much of what they're doing is effectively staffing certain shifts, right?
I mean, they're not pure shift workers.
I'm not trying to in any way denigrate the work that's being done, but when it comes to their kind of employment and their setup, they're often working for an external partner, like a facility partner, like a hospital,
and filling a need in that hospital.
They don't necessarily have a lot of direct relationships with patients.
They're not getting direct referrals to manage patients.
They're there to serve a really important medical need, but the structure of what they do is very different.
oftentimes and i think we've seen some of these stories play out where then it becomes very much like a staffing agency and so any any management of them becomes about getting the most out of the workers and then squeezing the most out of the um the contract you know those who are holding the contract like the hospitals or whatever and i think that
that naturally often seems to conflict with what a lot of the doctors want, whether it be burnout, whether it just be quality of care and safety and some of the concerns that are there.
Showing 61–80 of 377 · page 4 of 19
← Previous
Next →