Running a medical practice is one of the most rewarding things I’ve ever done—and easily one of the hardest. When I decided to open Holistic Medical Services, I wasn’t naive about the work it would take, but I also didn’t fully grasp the constant balancing act between running a business and staying true to why I got into healthcare in the first place: to care for people.

There’s no manual that fully prepares you for the day-to-day challenges of owning a medical practice. There are always forms to complete, bills to pay, systems to manage, and fires to put out. But no matter how hectic things get behind the scenes, one thing has always guided me—patient-centered care. That’s the anchor. That’s the reason we do what we do.

The Weight of the Business Side

It’s easy to underestimate how much of healthcare today is driven by business. From insurance negotiations and staffing to regulatory compliance and marketing, there are countless things competing for your attention as a practice owner. And none of them are directly about seeing patients.

There have been days when I’ve spent more time dealing with backend systems than with actual people. Early on, I struggled with guilt around that. I didn’t get into medicine to review payroll spreadsheets or fight with software platforms. But I came to realize that if the business side isn’t stable, the care side suffers. You can’t give your best to patients if the lights won’t stay on, if staff turnover is high, or if burnout is running the show.

I had to learn to embrace that side of the practice—not because I love spreadsheets, but because every strong clinic needs a solid foundation. The trick is not letting the business consume your original purpose.

Staying Connected to the “Why”

One of the best pieces of advice I ever got was to keep my “why” in plain sight. For me, that means putting patients first—every decision, every policy, every staff hire has to reflect that value. It doesn’t mean patients get everything they want; it means they get the care they deserve. Compassionate, thorough, human care.

When I’m making a hard business decision—like changing a billing system, adjusting office hours, or considering new services—I always ask myself: How does this affect the people we serve? Does it make their experience better or worse? Does it help our providers give better care or make their job harder?

Patient-centered care isn’t just about longer visits or holistic questions. It’s a philosophy. It’s about creating an environment where people feel respected and seen. And that includes our team, too. Because happy, supported staff deliver better care. It’s all connected.

Managing Time and Expectations

One of the hardest things to manage as a provider-owner is time. When you’re in clinic seeing patients and also running the business, it can feel like you’re being pulled in two directions all the time. You want to give your patients your full attention, but you also know there are things piling up on your desk that only you can handle.

I’ve had to learn how to delegate. That wasn’t easy at first. I used to think if I wasn’t doing everything myself, I wasn’t doing enough. But trust me, trying to wear every hat will burn you out faster than anything else. I now have a team I rely on—administrative staff, billers, clinical support—who help keep the practice running smoothly. That trust frees me up to be more present with my patients, which is exactly where I want to be.

Clear communication with patients is also key. Most people are incredibly understanding if you’re honest with them. If a follow-up call takes longer than usual or we’re trying out a new patient portal, I try to let people know what’s going on. Transparency builds trust.

When Things Don’t Go as Planned

No matter how well you plan or how much experience you have, things will go sideways. A staff member quits unexpectedly. Insurance rejects claims you know should be covered. A patient has a poor experience. These moments are tough. They test your leadership and your patience.

I’ve had moments where I questioned whether I was cut out for this. But each challenge has taught me something—and the biggest lesson is that people will forgive mistakes if you handle them with humility and care. Owning a medical practice isn’t about getting it perfect. It’s about showing up, owning your decisions, and making it right when you fall short.

Patient-centered care doesn’t mean being flawless. It means being real, responsive, and committed to doing better.

Moving Forward with Purpose

I’m still learning. Every day brings new situations, new decisions, and new growth. But I know this for sure—leading a practice with heart, with integrity, and with the patient at the center will always be worth it.

Running a practice and delivering high-quality care at the same time is hard. It will stretch you. It will challenge your values. But if you stay grounded in your why, and surround yourself with people who share your vision, it’s absolutely possible.

To any other provider thinking about making the leap into ownership, I’ll say this: Don’t lose sight of why you started. Build systems that support the care you want to give. Be willing to evolve, but never at the cost of compassion.

At the end of the day, success isn’t just about the numbers. It’s about knowing that the people walking through your door feel safe, respected, and cared for. That’s the kind of practice I want to run. That’s the kind of provider I strive to be.