Partner Story
Women First
A new imaging center. A second location. Three physicians. We had no idea all of this was on the table.
Building something we'd always wanted
We had talked about adding breast screening and diagnostic services for years. Our patients were already being referred out for mammography, and we knew the continuity was suffering. We wanted to bring that care in-house. But every time we got close to a real conversation about it, the same things stopped us: no bandwidth to manage the project, no consensus on how to deploy the capital, and no clear picture of what it would actually cost or return.
TWH changed the equation. Their team built a full market analysis: the right square footage, the right equipment, the right staffing model. Their facilities team negotiated the lease, managed the buildout, and handled every regulatory approval.
I've been a partner here for fifteen years. We've always been a strong practice. But I'll be honest: I didn't know what we were capable of until we had the right team behind us. In the last two years, we built a diagnostic imaging center, opened a satellite location, and brought on three physicians at the same time. Any one of those would have felt like a stretch before. We did all three.
We created a new revenue stream for our practice. But what matters more to me is that we've meaningfully increased screening compliance across our eligible patient population and we can now provide diagnostic services to patients with abnormal screens in a fast, coordinated way. We're catching things sooner. That wasn't possible before.
Their recruitment team hired a fellowship-trained breast radiologist. HR filled the rest of the team, including a practice leader and mammography technicians.
Then their marketing team launched a campaign to both existing and new patients, and built automation so that every patient over 40 scheduling an annual visit was prompted to book a screening mammography in the same appointment.
A second location we didn't have to build alone
We'd known for a while that there were communities we weren't reaching. A satellite location made sense geographically. What didn't make sense was the amount of work involved in doing it right. Site selection, buildout, brand standards, recruiting providers who would anchor a location we couldn't be at every day. Every time we mapped it out, we tabled it.
TWH identified the location, remodeled the space to fit our brand and our patient experience standards, and recruited both the physicians and the APPs to staff it. We didn't have to cover the new site while hiring. We didn't anticipate a long, gradual ramp. The marketing team drove new and existing patients from that community to the location from day one.
Full ramp in two months. If we'd launched that location on our own, we would have anticipated a much slower climb and a lot of nights worrying about it. That's not what happened. The location was running the way we wanted it to run faster than we thought was realistic.
Three physicians at once, and it worked
Historically, we waited until we were approaching burnout to hire. And when we did, we hired one physician at a time because adding expense and absorbing a ramp period felt like enough risk on its own. Three at once wasn't something we ever considered seriously.
TWH's recruitment and marketing teams were confident we could onboard three physicians simultaneously and ramp them all within three months. What we didn't give up was our say. We retained full hiring and firing authority throughout. What we handed off was the legwork: sourcing, credentialing, onboarding logistics, and the administrative weight that usually falls on us. That freed us to focus on evaluating the right people
instead of managing the process of finding them. Beyond the initial training in coding, documentation, and scheduling, TWH has a formal physician mentorship program that pairs each new physician with trained mentors, both inside the practice and outside it. These aren't informal check-ins. The mentors themselves go through mentorship training. It's a deliberate structure designed to help new physicians feel connected, supported, and set up to stay. The marketing demand engine runs alongside that, making sure new providers have a patient base building from the start so the financial ramp doesn't drag.
We were nervous. That's the honest answer. Three physicians onboarding at the same time felt like a real risk. All three were profitable to our practice within three months of joining. All three earned bonuses in their first year. And what surprised me most was how prepared they felt, not just clinically, but for the real business of practicing medicine. That gave us something we hadn't had before: the confidence to keep growing.
Results at a Glance
3
New Physicians Onboarded at Once
< 3mo
To Profitability for Each Physician
2mo
Full Ramp at New Satellite Location
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