Designing and implementing a clinical provider compensation program is complex. Leaders must balance patient access, recruitment and retention of key providers, and the financial resources to fund the program. In this session, you will learn how one academic medical center redesigned an organization-wide clinical provider compensation plan that incorporates patient access goals, aligns with financial objectives, and operates within a matrix environment that supports decentralized decision-making to recruit and retain clinical providers.

The economics of the revenue cycle have shifted, and leaders must move beyond traditional metrics to a more holistic, data-driven approach to performance management. Rising costs, payer pressure, and the pivot to value-based care demand a new economic model for the revenue cycle — one that treats cost containment not as cutting, but as investing smarter. This session will move beyond surface-level KPIs to explore how next-generation benchmarking, Lean Six Sigma discipline, and artificial intelligence converge to create a new framework for financial performance. Attendees will learn how to calculate the true economic impact of inefficiencies, benchmark against high-performing peers with intelligence (not averages), and use predictive analytics to anticipate — not just react to — revenue challenges. Designed with an executive lens, this session connects frontline process improvements directly to operational and financial strategy. It reframes the revenue cycle as a strategic engine for growth, resilience, and payer leverage in a margin-compressed market, with cost containment as the discipline that turns efficiency into lasting financial advantage. 

Too often, leadership development is viewed as a “soft skill” rather than a financial strategy. Yet turnover, disengagement, and misaligned leadership cost healthcare organizations millions each year. This session reframes leadership development as a measurable financial investment. Attendees will learn how to calculate the cost of turnover, connect leadership effectiveness to productivity and financial metrics, and present the ROI of leadership development to stakeholders. Real examples from healthcare will illustrate how intentional leadership investment improves staff retention, patient outcomes, and overall financial health.

Artificial intelligence is reshaping healthcare, from clinical decision support to administrative automation. As vendors flood the market with AI-enabled tools, medical groups face new challenges: how to responsibly evaluate opportunities, avoid compliance missteps, and prepare for emerging regulation. This session explores the intersection of AI, compliance, and governance in healthcare organizations. Topics include the current regulatory landscape, state-level AI legislation, and evolving federal agency guidance. The speakers will address practical questions for practice leaders: What due diligence is needed before adopting an AI tool? How do you manage risk when AI is used for sensitive functions such as billing, documentation, or patient engagement? What governance structures (committees, policies, and accountability frameworks) should be in place to oversee AI adoption? Michelle Wright, EBG Advisor and former payer executive, will engage Kathleen Premo, EBG Partner and former General Counsel/Chief Legal Officer, and Rachel Snyder Good, EBG Strategic Counsel, to provide operational and legal perspectives. Attendees will leave with a roadmap to balance innovation with compliance, positioning their practices to leverage AI while protecting their organizations. 

Many practices are considering (or are being mandated) to transition from fee-for-service (FFS) to full-risk contracts. These contracts allow providers to share in financial rewards by managing patient care effectively, but they also expose practices to downside risks. Unlike other value-based care (VBC) models, full-risk contracting rewards practices that can manage utilization and patient outcomes while penalizing those that cannot. This session offers a step-by-step roadmap for moving from FFS to full risk while protecting financial stability and elevating care. A well-run, full-risk practice allows the physicians to spend more time with patients and practice at the top of their license: spending time on diagnosis and treatment plans, and delegating tasks to others. Spending extra time helps improve the quality of life for the patient and reduces inappropriate and avoidable utilization. This includes unnecessary ED visits and hospital admissions through better management and preventive medicine, resulting in a better quality of life for the patient. Attendees will leave with a practice approach to assess their readiness, build the necessary capabilities, and execute a transition to full-risk contracting.

As healthcare margins tighten and cost pressures increase, practice leaders can no longer rely on revenue alone to gauge financial health. True profitability lies in understanding the relationship among providers, CPT® codes/procedures, and payers. This session will explore how to use analytics and visual storytelling to uncover hidden financial inefficiencies and identify strategic opportunities across your practice. Attendees will learn how to build and apply a profitability framework that isolates margin performance at the provider, CPT®/procedure, and payer levels. Common profitability leaks include under-reimbursed services, unbalanced payer mixes, and provider-level inefficiencies; this presentation will share tools to help you identify and address these issues. The session will also cover cost allocation modeling, contribution margin analysis, and integration of operational and financial data. Attendees will leave with practical next steps to implement profitability dashboards that support better decision making and drive margin growth without sacrificing clinical quality. This session is designed for CFOs, practice administrators, and data analysts who support financial performance and want a clear path from financial reporting to strategic insight. 

Every aspect of a medical group’s operations has financial implications. That’s why financial staff are constantly asked to explain the “why” behind deficits or variances, the “how” of navigating financial pressure, or whether a new program can launch on a limited budget. Each of these situations goes beyond numbers. Finances tell a story rooted in operations, structure, strategy, and process. In these moments, finance professionals step into the role of problem-solvers, internal consultants, and advisors. This session explores how finance staff — and anyone tasked with navigating complex or ambiguous challenges — can strengthen their strategic thinking to generate insights and shape decisions beyond traditional reporting and analysis. Drawing on “power principles” from project management, change management, innovation, and communication, we’ll examine how to clarify scope, surface blind spots, and work cross-functionally. The goal: to move from spreadsheets to strategy, equipping finance professionals to elevate their impact while giving leaders ideas to better develop and leverage staff as trusted partners who think beyond the traditional finance box. 

Hospital-employed medical groups face unique pressures: tightening margins, access deficiencies, rising productivity requirements, and ongoing workforce shortages. Incremental change is no longer enough — many organizations require substantial transformation to remain sustainable. This session will focus on real examples of leaders who restructured operations, improved revenue cycle performance, streamlined cost management, and redesigned care delivery to remain financially viable. Participants will examine these examples, discuss challenges with peers, and consider how proven approaches can be adapted to their own organizations. Attendees will leave with actionable tactics to improve sustainability and position their groups for long-term success.