@agupta_IR@drmcumming@B_Madden4 Your baseline premise is that the two are mutually exclusive. They are not. PE can and does catalyze growth in healthcare, which drives profit growth. If PE helps out into place systems, recruiting, etc and helps practices recruit more providers, can that not drive profit?
@jareddashevsky It blows my mind that the Change Healthcare hack and associated RCM disruption, that is still ongoing BTW 40 days later, hasn’t been front and center as much as it should be.
@drmcumming@B_Madden4 Examples to answer your question: PE has heavily invested in personal care, VBC primary care, PACE, home health, hospice, ASCs, the list goes on - helping expedite the site of care shift that enables cost of care savings and growth / returns.
@drmcumming@B_Madden4 Financial return and cost/quality don’t have to be at odds in growing businesses. If a business is growing and PE invests, and that practice continues to grow organically and inorganically, investors can make a return. You can’t cut your way to 20% returns in healthcare.
@pdx2155@drmcumming@B_Madden4 We being capital to good ideas / thesis. If there is a solution that is bending the cost curve (ie migration of procedures to outpatient settings), PE will provide the capital to quickly help that happen. Sure, it is driven by making money, but multiple things can be true at once
@pdx2155@drmcumming@B_Madden4 For example, PE brings a ton of capital (supporting companies in COVID, supporting companies during deposit drawbacks from Change debacle), supports growth, and implements technology and data solutions to help providers / operations scale, etc.
@drmcumming@B_Madden4 I understand there are bad actors out there, but PE has indeed provided good as @B_Madden4 pointed out. Also, PE a lot of times is enabling providers to have a voice / chance against payors who continually make life hard for providers. Don’t they deserve more scrutiny? I think so