Walk me through your training + practice so far.

What it tests: Story arc - clinical training, settings worked, business / productivity exposure, what drew you to private group.

Tell me about your current practice or most recent role.

What it tests: Self-aware framing - what you managed clinically + what business / panel realities shaped you.

What it tests: Authentic alignment - autonomy, business engagement, partnership upside, lifestyle. Not just 'I want to make more money.'

What it tests: Specificity. Generic answers fail.

What it tests: Real homework on the practice - ownership, partnership track, panel mix - not name-drop.

What it tests: Business literacy - buy-in, comp model, panel growth, profit share. NOT 'I haven't thought about that yet.'

What it tests: Practice-level homework on demographics + payer mix + how that shapes practice rhythm.

What it tests: Clinical reasoning + comfort with uncertainty + follow-up + appropriate referral / consult use.

Multi-specialty or single-specialty private group - physician-owned, often partnership-track for new hires.

Can the candidate practice clinically + meet productivity / quality targets without burning out?
Do they understand the partnership track economics - buy-in, profit share, productivity comp variants?
Are they comfortable with autonomy + accountability - making decisions without a hospital safety net?
Do they show payer mix + referral relationship awareness, not just patient-by-patient thinking?
Can they lead a small team (MA + front desk + maybe RN) without heavy hospital infrastructure?
Is panel growth + new-patient acquisition something they can engage with, or do they wait to be fed?
Long-game fit - want to be a partner here, or just renting an office?

Walk me through your training + practice so far.
What it tests: Story arc - clinical training, settings worked, business / productivity exposure, what drew you to private group.
Tell me about your current practice or most recent role.
What it tests: Self-aware framing - what you managed clinically + what business / panel realities shaped you.
Why a private physician group over hospital-employed or academic?
What it tests: Authentic alignment - autonomy, business engagement, partnership upside, lifestyle. Not just 'I want to make more money.'
Why this specialty / care setting?
What it tests: Specificity. Generic answers fail.
Why this firm?
What it tests: Real homework on the practice - ownership, partnership track, panel mix - not name-drop.
What's your read on our partnership track + economics?
What it tests: Business literacy - buy-in, comp model, panel growth, profit share. NOT 'I haven't thought about that yet.'
Tell me what you understand about our patient population + payer mix.
What it tests: Practice-level homework on demographics + payer mix + how that shapes practice rhythm.
Tell me about a diagnostic dilemma in your practice.
What it tests: Clinical reasoning + comfort with uncertainty + follow-up + appropriate referral / consult use.

Productivity + RVU literacy

Work RVU (wRVU): Relative Value Unit reflecting physician work (time + intensity) for a given CPT code, set by CMS RUC.
Total RVU + GPCI: wRVU + practice expense + malpractice components, adjusted by Geographic Practice Cost Index.
Collections vs charges vs reimbursement: Charges = list price; reimbursement = contracted rate; collections = actually received.
Overhead percentage: Practice operating costs / collections - rent, staff, supplies, IT, malpractice. Typical 45-65% by specialty.

Partnership track + buy-in economics

Partnership track: Typical 1-3 yr associate period during which you build production + culture fit before being offered partnership.
Buy-in mechanism: Cost of partnership stake - cash, sweat equity (discounted salary period), seller financing, or combination.
Profit share + ancillary income: Partners share practice profit beyond their personal production - ancillary services, real estate, ASC ownership.
Governance + voting: How decisions are made - simple majority, supermajority, by-laws on hiring, payer contracts, capex.

Payer + ancillary strategy

Payer contract negotiation: Periodic re-negotiation of in-network rates with commercial payers - drives top-line.
Ancillary services: Imaging, lab, PT, infusion, ASC owned in-practice - technical fee revenue beyond professional services.
Value-based contracts (ACO / MA): Shared-savings or capitated arrangements with Medicare ACO or MA plans - pay for outcomes + cost control.
Hospital affiliation + IPA: Independent groups sometimes affiliate with hospitals or join Independent Physician Associations / Clinically Integrated Networks for contracting leverage + referrals.

A 48-year-old establishes care with vague abdominal pain x 6 weeks + 3 kg weight loss. You have 30 minutes for the new patient visit. Walk through your triage, differential, workup, follow-up - AND how the ancillary options at your practice (in-house ultrasound, lab) shape the plan.
You're 18 months in. Your panel is 1,200 patients - 60% Medicare, 30% commercial, 10% Medicaid. The practice wants you at 1,800 by end of year 2. Walk through your strategy for the next 12 months.
The practice's average wait time for established patients to get a routine follow-up has grown from 3 weeks to 7. Patients are leaving. What's your approach?

Partnership track + buy-in - timeline, criteria, mechanism, recent track record
Comp model + productivity - structure, targets, MGMA reference, ancillary share
Payer mix + contracts - in-network status, contract negotiation cycle, value-based exposure
Ancillary services + ownership - what's in-house, partner sharing, growth plans
Governance + decision-making - structure, voting, committees, partner culture

Drop your CV and a job description on the home page. A couple of minutes later you get a report with everything you need to land the job.