Randy Robbins, MD, President of Valiant Anesthesia Associates

45.88 - 70.47 Randy Robbins, MD

15,000 cases a year or so now. I'm also the CEO of Vertex Medical Solutions and online scheduling and software, scheduling software and charge capture management system that we've got. Then I'm the medical director at Baylor Surgeon Care Centennial. I'm the chief of staff at Methodist Southlake Hospital. And I'm also on city council in Southlake. So that's what I do in my spare time.

71.176 - 90.062 Francesca Matthews

All right, lots of experiences here to kind of inform your perspective. Yeah, we love when, you know, folks have an array of experiences to be able to contribute to our conversations here. Kind of just jumping straight into it, what are the top three trends that you're following in healthcare and ASCs today?

91.628 - 102.569 Randy Robbins, MD

So I think number one, you know, the elephant in the room for ASCs, especially right now, is anesthesia. It's crazy to have been a part of anesthesia for the last, I finished my residency in 03 and came straight into practice.

102.629 - 125.398 Randy Robbins, MD

And then having gone through, worked for a couple of different groups and now having started my own practice, I think we've seen such a massive transition in anesthesia over especially since COVID. I think our specialty was hit especially hard with COVID, and I think we lost more providers, not necessarily from a mortality standpoint, but I just think from a

126.577 - 152.495 Randy Robbins, MD

physicians choosing to exit the specialty standpoint than a lot of other specialties did. So I think it's changed the face of anesthesia when you look at it from a compensation standpoint, when you look at it from a labor force standpoint. And for the first time, honestly, I feel like in decades or maybe forever, we're seeing ASCs really, really struggling to to find coverage for anesthesia.

606.772 - 626.824 Randy Robbins, MD

we always hear talk about, you know, clinical quality, but again, I think clinical quality, especially in anesthesia, when you look at it's pretty strong across the board, we've got, we've made such advances from a monitoring and from a perioperative pain control and post-op nausea and everything. We've got so many options now that we're doing such a great job from a clinical standpoint.

627.224 - 648.807 Randy Robbins, MD

It really starts to become, okay, how can we partner with, with a facility that And start making a dent on the revenue piece of this, you know how do we, how do we step in and instead of always saying Okay, you just need to write more checks to me. What can we do to help offset that and a lot of times like I said, I think it's looking at or efficiency.

649.388 - 668.365 Randy Robbins, MD

And looking at or utilization and partnering with the the leaders of the facility and saying hey. yeah, if you wanna run flip rooms for six different surgeons and have two hour gaps in each of those rooms, you can do that. And maybe the net rev on your side makes sense to just pay for the anesthesia to do that.

668.665 - 689.584 Randy Robbins, MD

But if we can consolidate and figure out how to work these surgeons cases the right way, where even if we are doing a flip room, we've got something that goes in that gap there that helps make a difference and helps offset the expense of that. So I think for us, growth is going to be a lot more about quality than quantity.

690.104 - 711.99 Randy Robbins, MD

You know, I think, like I said, I think if COVID hadn't happened, like I said, we're a group of about 40 right now. I think we'd have been close to 100 or more because we were growing 40 to 60 percent year over year for the first, gosh, seven or eight years of our practice. But COVID just put the brakes on all of that. And then you turn around and like I said, you see private equity stepping in.