Dr. Rachel Bedard

That was really wild.

It made me feel incredibly bonded to a bunch of my colleagues and my supervisors.

And then I left at the beginning of 2022 quite burnt out.

And a bunch of people who I worked with at Rikers moved on to work at Woodhall.

And it was like, you know, like in Mad Men when they like remake the first, you know what I mean?

They're like, season three, we're doing a new one.

That's like the same guys.

That's what it was like.

We'd like Mad Men'd up at Woodhall, which is a bunch of people who I loved working with at Rikers.

We're super mission driven.

And so that's how I ended up there.

Yes, although I would say that's truly true for any practice environment, any patient population.

Really?

Yeah, it's just the challenges are really different, and it's more visible, I think, with my patient population.

But if you are paying out-of-pocket to see a concierge doctor, which in New York there's this incredible stratification and access to primary care.

And one, at the high end, people are paying out-of-pocket to see concierge doctors, which means that they're paying some huge amount of money to have this person basically be on call to see them.

And

the dynamics of that relationship are totally determined by that payment model, by that person's socioeconomic status, by their access to be able to get care from other kinds of specialists, by their ability to, like, you know, that doctor says maybe you need a massage for this back pain, and the person can pay for that massage, right?

It's sort of impossible to separate

the body from the social.