company Ambulatory Surgical Centers of America in Hanover,
Mass. He describes a typical recent example: a center on the
verge of collapse because several of the partner-surgeons were
bringing next-to-no cases. "They said it was because no matter
how many cases
they did, they didn't
make any money. So
we looked at the
ownership charts.
Sure enough, almost
90% was owned by
people who were no
longer practicing
medicine, or who'd
moved out of state.
The docs who'd
stuck around were
saying: It isn't worth
it. I'm busting my
butt to put dollars
in someone else's
pocket."
Any ownership
scenario in which
one physician has a
significantly larger
stake than any of the
others is also likely
headed for trouble,
adds Joe Zasa, co-
3 7
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