The founder of this multi-location sports medicine practice in Maryland is a physician himself. He built his practice from the ground up. Multiple offices. A full clinical team. Patients coming in for everything from sports injuries to preventive orthopedic care.
When our founder first met him, the founder was skeptical about virtual assistants. Not dismissive, skeptical in the way that serious people are skeptical. "How is someone sitting in Latin America going to understand our patients, our workflow, our doctors?" It was a fair question.
But the deeper conversation revealed something more specific than a staffing problem. Doctors were regularly recommending preventive procedures to patients, the kind of interventions that improve outcomes and generate meaningful revenue for the practice. And then the patient would leave the office. And nothing would happen.
It wasn't a complaint. It was a structural problem that everyone in the practice could see and nobody had solved. The internal staff were stretched. The doctors were focused on clinical work. The follow-up gap was simply falling through the middle.
After the meeting, Vikram Seth, our founder, brought the conversation back to the team. The instinct was not to reach for a standard VA profile. The instinct was to ask: what does this practice actually need that nobody has built for them yet?
The answer came quickly. This practice didn't need an admin. They needed someone who sat at the intersection of operational precision and human empathy, someone who could manage calendars and emails with discipline, but who could also call a patient who hadn't followed up on a recommended procedure and have a conversation that felt caring, not transactional.
The recruitment team took the brief and ran a focused search. Four profiles were submitted to the founder. He interviewed two. One was selected.
The coordinator started following up with patients who had been recommended procedures and hadn't yet scheduled. Quietly, consistently, and with the kind of care that made patients feel looked after, not chased.
Patient follow-up rates increased by 18%. Procedures that were being silently lost to inaction were being scheduled. Revenue increased by 7%, not from new patients, not from new marketing, but simply from following up on the work the doctors were already doing and the practice was already losing.
The doctors stayed in the exam room. The internal staff stayed focused on intake. The coordinator, working from Latin America, handled the entire relationship layer that nobody had had bandwidth for before. The founder's time was freed. The practice's revenue grew. And nobody had to hire a single additional US-based staff member to make it happen.
The founder who walked into the first meeting skeptical about whether someone in Latin America could understand his patients, now has two coordinators from Latin America embedded in his practice. That's not a testimonial. That's a decision made twice.
I came in skeptical. I didn't think someone in Latin America could handle what our patients needed. Two years later, and two coordinators in, I can't imagine running this practice without them.
Running a medical practice and losing revenue to missed follow-ups? This founder came back twice. See if we're the right fit.
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