Most specialty groups ask marketing for more volume. At New Jersey Brain and Spine, the goal is getting the right patient to the right subspecialist, and filling each surgeon's schedule with the cases they want to see more of.

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Host Joe Zboch sits down with Amanda Haro, Chief Marketing Officer at New Jersey Brain and Spine, a 19-physician neurosurgical group in northern New Jersey. Amanda started in the role by sitting with each and every one of the physicians. She then built blogs, social clips, YouTube, PR and grand rounds events around what each one wanted to grow.

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They talk about why marketing gets a bad rep with physicians and how to earn buy-in. They also cover why events can't just be networking, and what it takes to build data transparency so physician liaisons know what a referring doctor has sent before they walk in the door. Joe is Director of Marketing at Hatch.

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👤 Guest Bio

Amanda Haro is Chief Marketing Officer at New Jersey Brain and Spine, a physician-owned neurosurgical practice in northern New Jersey. She took the CMO role in 2025 after about 10 years in business development, including roles at Excel Physical Therapy and Neurosurgeons of New Jersey. Her work at NJBS covers marketing, communications and referral outreach. She also co-founded Women in Medicine NJ, a nonprofit that hosts networking events for women physicians and healthcare professionals across the state.

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📌 What We Cover

• Why Amanda sat with all 19 physicians to learn what kind of case they want to see more of, and how that drives the whole marketing strategy
• How a younger spine surgeon with fellowship training in reconstructive spine surgery and scoliosis deformity became the practice's voice on those cases
• Why marketing gets physician buy-in when the work serves what physicians already want
• Why a good partnership with operations is one of the recipes for success in marketing
• How a small but mighty team of agencies and physician liaisons runs the program
• Why events can't just be networking, and how breaking bread makes a neurosurgeon relatable to referring providers
• The spreadsheets, checklists and CRM that keep you from recreating every event from scratch
• Building transparency into marketing spend so liaisons and the board can see what's working

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🔗 Resources Mentioned

• New Jersey Brain and Spine
• Women in Medicine NJ
• Dr. Patrick Roth, founder of New Jersey Brain and Spine
• Hatch

Most specialty practices can tell you how their growth shows up in the numbers. Fewer can tell you what holds the organization together while it grows.

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Joe Zboch sits down with Sandy Fragale, CEO of Orthopedic and Sports Medicine Specialists (OSMS). OSMS is an independent practice serving Northeast Wisconsin with nine locations. It has grown from five physicians to 40, and much of that growth came in the last five years.

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Sandy is a CPA who used to lead with numbers. Now she leads with people. She walks through the merger that became her practice's turning point and how OSMS sends its culture into every new location. She also explains why a two-question pulse survey is her early warning signal for operations.

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If you're looking to scale referral operations, visit Hatch.

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👤 Guest Bio

Sandy Fragale is the CEO of Orthopedic and Sports Medicine Specialists (OSMS). It's a physician-owned orthopedics, sports medicine, rheumatology and pain management practice based in Green Bay, Wisconsin. A CPA by background, she started her career at KPMG and joined OSMS in 2001. The Greater Green Bay Chamber named her its 2024 Business Person of the Year, and she is a 2026 Wisconsin Titan 100 honoree. She also serves on the board of OrthoForum Value Network.

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📌 What We Cover

• Why Sandy stopped believing the numbers drive growth, and what drives it instead
• The "no special flowers" rule every OSMS physician knows
• How two merged practices were doing okay financially but constantly fighting, and how that became the turning point
• Building four core values with every shareholder, physician and employee in one room, and why OSMS added Be Invested
• Staffing the Oshkosh, Fox Valley and Marinette locations with physicians and staff who already know the culture
• Why a receptionist can matter as much as a physician shareholder when patients spend less than 20% of their time with a physician
• How adding a chief operating officer gave growth a counterweight
• The two-question pulse survey that signals when operations need attention

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🔗 Resources Mentioned

• Orthopedic and Sports Medicine Specialists (OSMS)
• Amy Seehafer, Chief Operating Officer at OSMS
• Hatch

A practice runs better campaigns, the form submissions climb, and the new patient numbers barely move. Daniel Goldberg has watched that happen enough times to know the problem usually sits behind the front desk, not in the ad account. He joins Joe Zboch on Scaling Specialty Growth to talk about what he asks before he spends a dollar at United Musculoskeletal Partners.

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Daniel makes the case that marketing and operations should have a symbiotic relationship instead of a siloed one, and he backs it with the metrics his team actually watches: time to contact and capture rate. He also walks through what changed in the referral market as primary care independence dropped, why a four-day triage delay costs a practice more than one patient, and how UMP built the scheduling templates that let them promise a 24 to 48 hour appointment and keep it.

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👤 Guest Bio

Daniel Goldberg is Senior Vice President of Marketing and Growth at United Musculoskeletal Partners, the physician-owned musculoskeletal management services organization behind orthopedic and spine practices in Georgia, Texas, and Colorado. He has spent 15 years in MSK practice marketing, including four years as SVP of Marketing and Communications at HOPCo and a decade running his own firm working exclusively with orthopedic, spine, and neurosurgery practices.

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📌 What We Cover

• Why 500 new leads didn't translate to new volume when the practice still had two people in the call center and one person at the front desk
• The first question Daniel asked operations at UMP: if the phone rings twice as much, do we have enough people to answer it
• Time to contact and capture rate as the two numbers that expose leakage, using the example of 1,000 referrals and 450 captures
• The downstream cost of slow triage, where the patient calls their PCP asking why the orthopedic doctor hasn't called, and the PCP sends the next referral somewhere easier
• How primary care independence went from more than 50% to roughly 25%, and what that means when the other 75% are aligned with health systems, payers, or MSOs
• Why an unaffiliated practice won't appear in a health system's referral dropdown, and why manual routing is a path most coordinators won't take
• Employer carve-outs and site of service: how shared savings arrangements change which facility a referral can go to
• Georgia's workers' comp panel structure, and what keeps a practice on the panel after they get on it
• Building provider templates and new patient slots first so the 24 to 48 hour promise survives contact with the schedule
• Daniel's advice to a practice marketing leader: size your real capacity, then find where the demand lives, then spend

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🔗 Resources Mentioned

• United Musculoskeletal Partners
• HOPCo
• CMS
• Coral, Carrum, Transcarent
• Home Depot, Amazon, Walmart employer benefit programs
• Hatch
• Joe Zboch

Most growth advice assumes you can add providers. Holleigh Seales can't. Rheumatology Associates in Birmingham runs seven physicians and nine providers total, the physician owners settled on that number deliberately, and the building has limited space and limited people to run new operations.

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So revenue has to come from inside the footprint. This episode walks through how that actually happens: wellness infusions as a cash option for immunocompromised patients, GLP-1s through a local compounding pharmacy, an in-house dispensary that took four years of vetting before the timing was right, and a concierge model she's still building consensus around.

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Joe Zboch of Hatch talks with Holleigh Seales about the pilot method behind all of it, why she runs every new service line herself before handing it to staff, and what a four-day workweek has done for a practice where people have stayed 10 to 20 years.

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👤 Guest Bio

Holleigh Seales is the practice administrator at Rheumatology Associates in Birmingham, Alabama, where she has spent eight years, the last four running the practice. All 60 staff report directly to her. Before Rheumatology Associates she spent a decade at PainSouth as practice manager, coming up through marketing and referral management. She also serves on the board of directors of Bundles of Hope Diaper Bank.

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📌 What We Cover

• Why a medium-sized rheumatology practice with no CEO or CFO puts every operational decision on one desk, and what that does to how you prioritize
• The four-day workweek: how it started with physician-owned admin Fridays and why employees driving an hour to an hour and a half each way made the math obvious
• Piloting a new service with one to three providers first, selected by interest, comfort with technology, and how they manage change
• Four to five years of vetting in-office dispensing alongside other Birmingham rheumatology practices before pulling the trigger
• How Medicare's Part D maximum out-of-pocket change made it possible to take back ownership of treating Advantage patients in-house
• Reading referral patterns for gaps: inflammatory patients get prioritized, while a large osteoporosis population comes in behind them
• Wellness infusions and GLP-1s as cash services in a specialty where biologics are expensive and reimbursement keeps declining
• The annual patient letter with her direct contact information, and why patients reveal what you need next
• Running the concierge pilot on her own shoulders so no one inherits a bottleneck she hasn't found yet

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🔗 Resources Mentioned

• National Organization of Rheumatology Management (NORM)
• Bundles of Hope Diaper Bank
• Hatch

Growth is not optional for an independent orthopedic group. Growth without the operations underneath it turns into a backlog nobody can work through. Joe Zboch talks with Alejandro Fernandez, CEO of Synergy Orthopedics, about why access is a strategy and operations problem first, with technology in service of that.

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Alex runs the largest private orthopedic group in San Diego: over 50 providers across 15 locations, plus physical therapy sites, an MRI center, and an ASC. They get into payer contracts as the real ceiling on access, why open scheduling became a basic expectation instead of an advantage, what makes workers' comp both attractive and unforgiving, and how falling MRI reimbursement pushed the group toward AI-assisted imaging for throughput. Alex also explains why a practice playbook is out the window six months after you build it, and where he expects AI to change the work first.

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👤 Guest Bio

Alejandro Fernandez is CEO of Synergy Orthopedic Specialists in San Diego, the largest independent orthopedic group in the region, with more than 50 providers across 15 locations plus physical therapy, imaging, and an ambulatory surgery center. He has spent 30 years running multi-site physician practices across dermatology, GI, and orthopedics, including CEO roles at Gastro Health in Miami and NavaDerm Partners in New York. The American Alliance of Orthopaedic Executives named him Practice Executive of the Year in 2024.

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📌 What We Cover

• Why access starts with payer contracts and credentialing rather than marketing or a booking page
• How a bigger group moves business from the higher cost of care into the lowest cost of care, and why payers reward it
• Why very few programs pay for quality and almost all of them still pay for volume
• What open scheduling looks like when it works: filling tomorrow's 10:00 AM no-show by texting the people already waiting
• How to give a health system a reason to partner with you when PCPs are getting acquired
• Why the sports teams run through workers' comp, and what a specialized team for prior authorizations and RFAs makes possible
• How falling MRI reimbursement and rising magnet costs turned throughput into the margin
• Why the playbook you built six months ago is out the window, and where Alex expects AI to change RCM first

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🔗 Resources Mentioned

• Synergy Orthopedic Specialists
• American Alliance of Orthopaedic Executives, which named Alex Practice Executive of the Year in 2024
• GE, referenced as the scanner platform for the group's AI imaging device
• OpenAI, ChatGPT, and Claude, named as the general purpose tools the practice is not using for its playbook work
• U.S. Department of Labor, the workers' comp carrier for the group's federal patient volume
• Hatch

Independent specialty practices keep hitting the same wall. Reimbursement is set by the government market, the cost side keeps climbing, and owner compensation flattens out underneath both. Joe Zboch talks with Larry Epstein, CEO of Pediatric Urology Associates, about what a practice CEO actually does when top-line growth runs out of room. Larry was brought in during a leadership changeover seven years ago, spent the first stretch assessing where the market was shifting and whether enough kids were still being born to support the service, and then took the group through partnership talks that ended with a health system merger. He walks through why three or four private equity reviews went nowhere, what "plan B" looked like, and the checklist he runs before signing with a health system. If you're weighing growth paths for a specialty group, this is the operational version of that conversation.

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👤 Guest Bio

Larry Epstein is CEO of Pediatric Urology Associates, a multi-state subspecialty surgical practice built around pediatric urological care and research. He has run clinical administration for health systems and medical groups with budgets up to 50 million and as many as 500 FTEs, led mergers and acquisitions at the regional health system level, driven EMR implementations, and turned around revenue cycle performance. The practice joined NYU Langone Health, where Larry moved into a regional practices role.

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📌 What We Cover

• Why operating margins for independent specialty groups have been shrinking since the RVU system took hold, and what that forces a practice to do about service lines and ancillary revenue
• How independent groups in the Metro New York market went from 75 to 80 percent of practices down to under 35 percent in about twenty years
• Why the birth rate is a growth constraint for a pediatric subspecialty, and what Larry assessed first when he arrived
• Why three or four private equity reviews went nowhere: no drug revenue and no owned surgical services to support the valuation
• What "plan B" looked like, including the ER and NICU coverage relationships that opened the health system conversation
• The red flags to listen for when a partner describes their 24 to 36 month plan for your service line
• How an in-office ultrasound credentialing conflict nearly stalled integration, and the 12 to 24 month commitment that resolved it
• Why referring physicians and patient access are the two things that protect volume through a transition

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🔗 Resources Mentioned

• Hatch
• Pediatric Urology Associates
• NYU Langone Health

Growth is not the hard part. Holding the operation together while you grow is. On this episode, Joe Zboch talks with Cecily Sheats, executive director and administrator at Creekside Surgery Center in Anchorage, about why operational excellence is a prerequisite for growth rather than a reward for it.

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Alaska makes the point unavoidable. The nearest referral centers are often Seattle or Portland, patients travel farther than Dallas to New York City for critical care, and you cannot solve a gap by posting a role and waiting. Cecily walks through the process improvement available before you spend on FTEs or technology, the three-legged stool behind her employee incentive model, and how she sets goals when no benchmark exists.

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She also gets specific about what her team actually does: department-level strategic planning, sticky notes and spirit animals in the break room, and a review process rebuilt so people walk out with something. Brought to you by Hatch.

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👤 Guest Bio

Cecily Sheats, MBA, is executive director and administrator at Creekside Surgery Center, a four OR ambulatory surgery center in Anchorage with 50 staff seeing up to 3,000 patients a year. She is also president of the Alaska Healthcare Executives Network, the independent Alaska chapter of ACHE. Before Creekside she ran cardiac, neuroscience, and orthopedic service lines for Providence in Anchorage, and she has worked in healthcare operations across California, Louisiana, and Colorado.

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📌 What We Cover

• Why the rate limiting factor for growth is usually the lack of operational excellence, not the lack of demand
• The process improvement available before you invest in FTEs or technology
• What "dare to reimagine, even in crowded spaces" looks like in an organization that remembers every idea that flopped
• How department-level strategic planning replaces the plan that ends up on a shelf collecting dust
• The three-legged stool behind her employee incentive model: organizational goal, personal accountability, team SMART goals
• How to build a unit of measurement when there is no benchmark, starting with "what are we solving for"
• Mapping the referral process end to end with partner practices when nobody shares an EMR
• The difference between "hey, great job" and "hey, I noticed," and why reviews became development sessions

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🔗 Resources Mentioned

• Creekside Surgery Center
• Alaska Healthcare Executives Network
• Providence
• Simon Sinek
• Lean Six Sigma
• SMART goals
• Hatch

Digitizing the front door usually gets framed as a tradeoff against the patient experience. Kaydi Siebeck runs patient access at Moreland OB-GYN Associates in Wisconsin, and she draws the line somewhere specific: the system takes the administrative tasks so her staff has more time for the phone call and the front desk conversation.

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She joins Joe Zboch of Hatch to talk through nine years of change at the front door, from paper charts running alongside an electronic medical record to a nurse care team model built inside the EMR. She covers what patient survey feedback and phone routing data told them, why patients kept asking for staff members by name, and what broke during the schedule build. She also gets into compassion training, what's your why, and why Moreland still answers every call live with no automated system.

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👤 Guest Bio

Kaydi Siebeck is Patient Access Manager at Moreland OB-GYN Associates, S.C., the largest independent OB-GYN group in the Waukesha, Wisconsin area, serving the community since 1960 and delivering through its partnerships with ProHealth Care hospitals. She runs scheduling, registration, and insurance verification, and leads the practice's system transitions and access technology work. She is a 20-year breast cancer survivor.

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📌 What We Cover

• Why the practice ran paper charts and an electronic medical record side by side, and what COVID forced them to look at
• Where technology takes over: e-check-in, document upload, automatic messages, orders and referrals placed
• Why Moreland answers every call live with no automated system, and what patients say about it
• "What's your why" and compassion training as a way to get buy-in for change and keep staff on board
• The nurse care team model: one schedule per provider's nurse, reserved rooms, blocked time for follow-up calls
• The survey comments and phone routing data behind the decision, including patients asking for specific staff by name
• What the soft opening caught: appointment types the system couldn't build and not enough rooms
• Where growth comes from for an OB-GYN specialist: family practice referrals, high schools, networking through the affiliated health system

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🔗 Resources Mentioned

• Moreland OB-GYN Associates
• Hatch
• Scaling Specialty Growth, hosted by Joe Zboch and Chris Poole