Clinical Labor Economics

After 20 years in healthcare recruiting and staffing, one thing has become unmistakably clear to me: the challenges facing health systems are not random or unpredictable — they are omnipresent, structural, and remarkably consistent across organizations of every size. And that consistency is exactly what makes them exploitable by the health systems willing to think differently.

What I see, over and over, is the same pattern: too many silos, too many departments operating independently, and too many organizations flying blind — making consequential workforce decisions without access to the data that should be driving them. The cost of that blind spot is enormous. The competitive disadvantage it creates is real. And most health system leaders I speak with already sense it, even if they can't yet quantify it.

I built Clinical Labor Economics to change that. The aim of this publication is straightforward: arm health system leadership with the data and frameworks they need, and push them to think differently about how all the dots connect — physician supply, locum spend, recruitment velocity, float pool economics, compliance exposure. These are not separate problems. They are one problem, and the health systems that recognize that will have a decisive competitive advantage over those that don't.

"Most health systems are not losing the physician talent competition because of bad intentions — they are losing it because they are making decisions in the dark. My goal is to turn the lights on."

Interested in going deeper on any of these topics and exploring how your system can take advantage? Let's connect.

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