Stage 1 — Practice start-up
I know how exciting it is to open your own practice—and how quickly that excitement can become overwhelming. After more than 25 years working in healthcare operations, from start-ups to some of the largest organizations in the industry, I’ve seen how decisions about space, staffing and systems can either support a provider’s vision or create years of unnecessary expense. Our role is to help you make those decisions with confidence. MedCoShare provides medical office space and staffing, along with practical guidance on the other steps that need to happen before opening. You should be able to focus on the care you want to deliver, not spend every day trying to figure out what comes next.
Watch
A short walk through the decisions that shape a new practice — space, staffing and the sequence that gets you open.
Almost everything that goes wrong at this stage is a sequencing problem — and sequencing is solvable.
A practice begins taking shape long before the first patient walks through the door. The amount of space you take, what you pay for it, how many people you hire, when credentialing begins, which technology you choose and how the patient moves through the office all become part of the financial structure of the business.
Those decisions are much easier to make correctly than they are to undo later.
MedCoShare helps providers think beyond simply getting open. Through medical office space and staffing, combined with guidance around the other requirements of launching a practice, we help build a foundation capable of supporting what comes next.
Don't just open a practice. Build one that's ready to grow.
These are the two decisions with the longest financial tail, and the two we run for you start to finish.
Every new practice faces these. We'll tell you what's required, in what order, and who does it well — so nothing gets missed just because nobody was selling it to you.
Business formation, state and local licensing, professional licensure, NPI and tax registrations, insurance and the documentation a practice is expected to keep. Much of this has to happen in a specific order, because payer enrolment depends on the entity and the NPIs already existing. We'll map the sequence and point you to qualified counsel where the advice needs to be legal advice.
Payer enrolment is usually the longest line on a start-up plan — commercial applications commonly run 90 to 150 days, and Medicare or Medicaid often longer. The practical consequence is that it should begin before a lease is signed. We'll show you what the timeline really looks like for your payer mix and what causes most of the delays.
EHR, practice management, scheduling, billing, patient communications and payments. The goal is a foundation that supports the practice from day one and scales with it, not the longest feature list. Selection is the short part — implementation, templates and training are where new practices lose weeks, so plan for those before anything is signed.
Malpractice and general liability at minimum, often with limits specified by both payers and landlords, plus property, workers' compensation and increasingly cyber coverage. Worth lining up early, because proof of coverage is frequently a precondition of signing a lease.
How a patient moves from first call to check-out, who touches each step, and what gets documented along the way. A dry run before the first real patient is one of the cheapest things a new practice can do, and one of the most commonly skipped.
The most common surprise for a new practice isn't licensing — it's the first month of empty afternoons. Stage 2 is here when you're ready for it.
Straight answers, before any conversation. If the answer you need isn't here, a short call is the fastest way to get it.
Business formation and state and local licensing, an NPI for each provider and for the organization, payer enrollment and credentialing, malpractice and business insurance, a location sized to your specialty and expected patient volume, an EHR and practice-management system, and enough staff to run the front desk and clinical workflow. The sequence matters more than the list: credentialing, licensing and any build-out carry the longest lead times and should start first.
Six to twelve months is a common range for a practice starting from scratch, and payer credentialing usually sets the floor rather than construction. A practice moving into turnkey clinical space with credentialing already underway can open considerably faster. A practice that signs a lease before starting credentialing often pays rent for months before it can bill.
Form the entity and obtain your NPIs, because payer enrollment depends on both existing. Start credentialing immediately after. Everything else — space, software, staffing — can be sequenced around the credentialing timeline, which is the item you cannot compress.
Room count is a more useful planning unit than square footage. The right figure comes from patients per provider per day, how many people are on site at once, and what equipment you run — not from an average. The most expensive mistake at this stage is leasing to a five-year ambition and paying for empty rooms in the meantime.
Staff to expected patient volume and workflow rather than filling traditional positions because they exist elsewhere. Most new practices need front-desk and clinical support at opening, with additional roles added at defined volume thresholds. Billing is often better outsourced at the start, since a single hire concentrates a great deal of risk in one person.
Not directly. MedCoShare delivers medical office space and staffing in this stage. Licensing, credentialing, software selection, insurance and opening readiness are areas where we provide guidance — what's required, in what order, what good looks like and who does it well — without taking the work on ourselves.
Build it. Grow it. Run it better.
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