Asked & Answered

Your EHR reports on the clinical and billing activity inside the EHR — and it does that fine. But it has no idea what your payroll costs, what your rent is, what your margin per visit actually is after expenses, or how many dollars are sitting between "service rendered" and "money in your account." It reports activity. It doesn't manage a business.

The Hub sits above the EHR, the bank account, and the books — and connects them into a handful of numbers that tell you whether the business is getting stronger or weaker. But here's the real answer: a dashboard, yours or ours, only shows you the reading. It can't tell you which number matters this month, why it moved, or which single lever fixes it. That judgment — delivered by two operators, every month, on your actual numbers — is what you're paying for. The screen is the easy part. Knowing what to do with it is the practice.

The opposite, usually. A good office manager is buried in the day-to-day — scheduling, staffing, patient issues, fires. Asking them to also build financial instrumentation, define metrics, and run a monthly management review is asking them to do a second job they were never trained for.

The Hub gives your office manager clear numbers they own and a clear definition of what good looks like. In our experience, strong managers love it — it's the first time their work has been measured by something fair instead of by whoever complained loudest that week.

Keep them — we work alongside both. A bookkeeper records what already happened. A CPA optimizes your taxes once a year. Both look backward, and neither one will call you on the 5th of the month to say your collection rate slipped two points and here's who's fixing it.

That forward-looking management layer is the gap we fill. The Owner Engine — what the practice actually pays you across salary, distributions, and benefits, and what your time is worth per hour worked — is something no bookkeeper, CPA, or EHR will ever build for you, because none of them is responsible for the business as a whole. If you'd rather consolidate, we do offer bookkeeping as an add-on, but it's never required.

We hear this a lot, and it's the exact failure mode GVPM was designed against. A report is a deliverable. It isn't management. Nothing in a binder has an owner, a deadline, or a follow-up meeting attached to it.

Our engagement has no end-of-project binder because there's no end of project — there's a number updated daily, a scorecard monthly, and a standing meeting where the same people answer for the same metrics, month after month. That cadence, not the analysis, is what changes behavior. It's also why we start with 90 days instead of asking for a year: you should see it working before you commit to anything longer.

One scorecard meeting a month with Mike and Nate — about an hour — plus a daily number that takes seconds to read. That's the design constraint the whole system is built around: you're a physician first, and the practice should not require a second career to manage.

Setup is heavier on our side than yours. During onboarding we need a few conversations and access to the systems you already use; we do the building.

Before we look at anything, we put our confidentiality commitment to you in writing — signed by us, protecting you. We will never ask you to sign an NDA to have a conversation with us; the obligation runs in your direction first.

From there, we work on minimum-necessary access: financial and operational data, not patient charts. Where any access could touch protected health information, the appropriate agreements are put in place first and access is scoped down to what the work requires. Your data is used to run your practice — never shared, never benchmarked publicly, never used as marketing.

Yes — the Hub ships in two configurations. The fee-for-service build centers on per-visit economics: collections, net collection rate, visit volume, margin per encounter. The value-based build centers on panel economics: attributed lives, per-member revenue, quality-tied dollars at risk, and cost-of-care signals.

Most practices are a blend, so most builds are a blend — weighted to match your actual payer mix, and re-weighted as your contracts shift.

You decide. The engagement converts to month-to-month — no annual contract, no termination fee, no renegotiation meeting. At day 90 we'll ask you one question: "Was this the most valuable line item in your P&L?" If the answer is yes, we keep going. If it's no, we'll help you wind down cleanly and you keep everything we built.

We can offer terms that light because the work has to re-earn its place every month. That's the point.

Those letters promise the same thing we do — relief from the business side — with one enormous difference in the fine print: they get the practice. Most physicians who sell report less autonomy afterward, not more, plus pressure to see more patients and a non-compete that makes the decision hard to reverse. The relief is real for about a year. The ownership is gone forever.

GVPM is built for the opposite outcome. You keep 100% of the practice, 100% of the upside, and every clinical decision. We carry the instrumentation and the management cadence — the part that was actually burning you out — for a monthly fee you can cancel. If the business side is why you'd consider selling, fix the business side. Keep the asset.

We work with owner-led private practices — the common thread is ownership and scale, not specialty. If you own the practice, the buck stops with you, and you're doing roughly $3M or more a year, the five engines apply whether you're family medicine, a surgical group, or something more specialized. The economics differ by specialty; that's exactly what the on-site onboarding is for. We build the Hub around how your practice actually runs.

What we're not built for is hospital-owned or PE-owned groups, where you don't control the levers anyway. If you're not sure you fit, ask — we'll tell you honestly, including when the answer is "we're not the right fit, but here's what we'd look at if we were you."

GVPM grew out of the family office. The physicians whose families we serve there asked for the same operating discipline inside their practices — that request is why this company exists.

The two are separate engagements. Being a GVPM client never requires joining the family office, and nobody will pitch you on it. But the philosophy is shared: the practice is the engine, the family is the point — and a practice that runs on instruments instead of memory creates wealth that's actually worth coordinating.

A 15-minute conversation. We'll ask what's frustrating you about your numbers and one question that does most of the work: "What's the one thing you most want to see about your own numbers?" If it sounds like a fit, we build your Hub from your real figures — before any agreement — and walk you through it in twenty minutes.

Then you decide, with the demo in front of you and the price already in writing. The full process is here, and the pricing is here.