About MedCBO
Built for physicians who want independence without building the business alone.
MedCBO exists because independent practice should not require physicians to become full-time experts in revenue cycle, payer contracting, HR, finance, technology, compliance, vendor management, and startup execution before they can take care of patients on their own terms.
Independent physicians do not need another consultant. They need an operating layer.
Most physicians already know what they want to build. The harder part is turning that vision into a financially disciplined, compliant, well-run practice that can survive credentialing delays, payer friction, cash-flow pressure, staffing decisions, technology implementation, vendor complexity, and growth.
We reduce the burden of starting from scratch
Opening a practice requires more than forming an entity and choosing an EHR. MedCBO helps coordinate the operating model, vendors, launch sequencing, payer readiness, finance workflows, technology, staffing structure, and administrative controls before the practice is under pressure.
We protect physician time
Physician owners should not spend their most valuable hours chasing vendor answers, rebuilding spreadsheets, managing disconnected systems, or trying to determine whether billing, credentialing, payroll, cash, and reporting are actually working.
We make independence more financially practical
MedCBO is designed to replace scattered overhead with coordinated infrastructure. Instead of hiring a full business office too early or paying for disconnected vendors, physicians gain access to a structured support model built for private practice economics.
MedCBO is not meant to be one more expense on top of a traditional practice model.
The model is built to change the cost structure. By coordinating revenue cycle, finance, credentialing, payer strategy, workforce workflows, technology, compliance, reporting, and vendor governance, MedCBO helps reduce the need for premature internal leadership hiring, duplicated tools, avoidable vendor mistakes, and owner time spent managing disconnected systems.
Where savings can come from
- Reduced need to hire full operational leadership before the practice can support it.
- Better vendor sequencing, preferred pathways, and group purchasing opportunities where available.
- Earlier visibility into cash, payer delays, revenue cycle performance, and staffing pressure.
- Fewer disconnected systems and fewer unmanaged handoffs between vendors.
- Less physician-owner time spent building business infrastructure alone.
Founded by a healthcare operator who understands both the bedside and the boardroom.
MedCBO was founded by Dr. Christopher D. Poteet, DBA, FACHE, a healthcare operations executive with more than 20 years of frontline, hospital, physician-enterprise, academic-medicine, and entrepreneurial experience.
Before launching MedCBO, Dr. Poteet led multi-site and multi-state physician operations, owned physician-enterprise P&L responsibility, built service-line growth strategies, redesigned revenue workflows, supported graduate medical education programs, and helped stabilize complex healthcare organizations under financial and operational pressure.
He is also Adjunct Faculty in Graduate Studies with Herzing University's Schools of Healthcare and Business, where he connects healthcare finance, operations, leadership, organizational behavior, and evidence-based decision-making with real executive practice.
That background matters because physicians are not buying theory. They are trusting MedCBO with the business infrastructure behind their independence. The work requires financial discipline, operational judgment, payer awareness, revenue-cycle experience, technology adoption, workforce understanding, and the ability to turn complex problems into repeatable systems.
The experience behind the model.
MedCBO was built from real healthcare operating experience, not from a narrow vendor lens. The same problems that pressure hospitals and physician enterprises also show up in private practice, just with less margin for error.
Physician-enterprise operations
Dr. Poteet has led regional physician-services operations across multiple health systems, service lines, and states, with responsibility for financial performance, staffing models, physician alignment, revenue recovery, and operating discipline.
Revenue and financial recovery
His work has included redesigning documentation workflows, recovering previously unbilled revenue, improving revenue-cycle controls, supporting payer strategy, and building reporting systems that help leaders see what is actually happening.
Academic and leadership development
Through academic medicine, graduate medical education, teaching, and leader development, he has built programs that turn operational lessons into repeatable learning systems for clinicians, administrators, and future healthcare leaders.
Independent-practice infrastructure
MedCBO brings that experience into a model designed specifically for physicians who want private practice ownership with coordinated business support behind them.
How MedCBO helps lower traditional practice costs.
A private practice usually pays for many separate people, systems, vendors, and advisors-not to mention physician time and resources. MedCBO helps physician owners think about, and build, the total operating stack.
| Traditional cost pressure | What often happens without infrastructure | How MedCBO helps |
|---|---|---|
| Premature leadership hiring | Physicians may feel forced to hire a practice manager, billing leader, finance support, HR support, compliance support, IT support, and vendor coordinator before the practice has enough volume to carry the payroll. | MedCBO provides a coordinated business infrastructure layer so the practice can access executive, operational, financial, revenue-cycle, technology, and administrative support before building a full internal team. |
| Vendor fragmentation | Each vendor solves one problem, but no one owns the full operating picture. The physician becomes the person connecting the EHR, billing, credentialing, payroll, accounting, banking, marketing, compliance, and reporting workflows. | MedCBO helps coordinate vendors, workflows, reporting cadence, issue escalation, and operating accountability so the practice is not held together by the physician's evenings and weekends. |
| Startup sequencing mistakes | Practices often pay too early, contract too late, miss payer timing, underestimate cash runway, delay credentialing, or discover critical gaps only after go-live pressure begins. | MedCBO supports launch planning, financing readiness, payer enrollment sequencing, vendor setup, operational checklists, technology buildout, and go-live coordination. |
| Revenue-cycle blind spots | Billing performance may look fine until cash slows, denials age, credentialing stalls, claims reject, payer rules are misunderstood, or the practice cannot explain why collections are below expectations. | MedCBO supports revenue-cycle governance, KPI review, denial trend visibility, payer escalation, cash reporting, and accountability between billing vendors, practice workflows, and financial reporting. |
| System and purchasing inefficiency | New practices often buy systems, supplies, tools, insurance, phones, marketing, hardware, and services at small-practice pricing without knowing which vendors will actually work together. | MedCBO can help practices use preferred vendors, group purchasing relationships, standardized systems, and proven workflows where available, reducing avoidable waste and setup friction. |
Savings and efficiencies vary by specialty, location, payer mix, staffing model, vendor selection, financing status, ramp timeline, and signed scope. MedCBO provides non-clinical administrative and business-operational support. The physician owner remains responsible for clinical care, medical judgment, employment decisions, payer decisions, banking decisions, licensing, and legal obligations of the practice.
What MedCBO does for physician owners.
We help physicians build the business structure around their clinical vision. That structure matters whether the physician is launching a new practice, acquiring an existing practice, transitioning away from a legacy arrangement, or trying to scale without losing control.
Launch and transition support
- Startup and acquisition planning
- Vendor and system sequencing
- Go-live coordination and launch readiness
- Cash runway and operational planning
Revenue and payer infrastructure
- Revenue-cycle governance
- Credentialing and payer enrollment oversight
- Payer contracting support
- Collections visibility and performance review
Business operations
- Finance and accounting governance
- Workforce and HR workflow support
- Compliance administration
- Technology and reporting infrastructure
What makes MedCBO different.
MedCBO is not trying to replace the physician owner. We are trying to make ownership more practical, more visible, and more sustainable.
Physician ownership stays with the physician
MedCBO supports the business infrastructure. The physician owner keeps clinical authority, ownership decisions, employment decisions, payer decisions, and medical judgment.
One operating model replaces scattered support
Instead of forcing physicians to manage disconnected vendors, MedCBO coordinates the operating layer across finance, revenue cycle, workforce, compliance, technology, and practice operations.
Built for real private-practice economics
Startups and small groups cannot afford hospital-sized overhead. MedCBO helps create access to experienced business support before a practice can justify every role internally.
Designed to scale with the practice
The model can support launch, stabilization, growth, additional providers, additional locations, and more sophisticated reporting as the practice matures.
Your vision. Your practice. Our expertise.
If you are a physician considering private practice, MedCBO can help you understand the business model, the startup path, the cost structure, the operational risks, and the infrastructure needed to build something sustainable without giving up control.