The Mark F. Weiss Law Firm

The Mark F. Weiss Law Firm We work with clients like you to increase your profit and to manage your risk of loss.

We work on a strategic level and on the negotiation, and transformational improvement of, their business relationships.

Hospitals pursued volume instead of value—and it’s costing them.Meanwhile, tech is stripping away core hospital function...
06/26/2026

Hospitals pursued volume instead of value—and it’s costing them.
Meanwhile, tech is stripping away core hospital functions.
If the future is post‑hospital, what’s your strategy?

Learn more: https://www.weisspc.com/publications

Every few years, someone releases a report about the physician shortage. The projections vary. The methodology is debate...
06/25/2026

Every few years, someone releases a report about the physician shortage.

The projections vary. The methodology is debated. But the general concern, that there won’t be enough physicians to meet a growing and aging population’s needs, is legitimate. Most people in healthcare policy take it seriously.

But here’s the shortage nobody’s measuring yet.

The shortage of physicians willing to practice under traditional employment models.

That one won’t show up in the workforce data for a while.

But it’s forming now. Physicians are leaving employment for locum arrangements, direct primary care, concierge practices, consulting roles, and businesses they own. The post-pandemic acceleration of this shift has been real and sustained.

By the time this appears in a formal workforce analysis, it will have been obvious for years to anyone paying attention to what physicians are actually choosing, and why.

The gap between the model health systems are staffing for, and the workforce that’s actually forming, is where the real shortage lives. And unlike a pipeline problem, there’s no residency-slot solution for it.

I’ve written about what’s driving this shift and what it means for physicians, health systems, and investors in my newest full post. See the link in the first comment below.

If you run a health system, a hospital, or a large physician group, here is a question worth sitting with: What percenta...
06/24/2026

If you run a health system, a hospital, or a large physician group, here is a question worth sitting with:

What percentage of your workforce planning assumes that the physicians entering practice in the next five years will want traditional employment relationships?

Because that assumption is increasingly wrong.

The physicians graduating today grew up watching the previous generation burn out inside institutions that prioritized throughput over people. They watched consolidation swallow independent practices. They watched pandemic-era promises evaporate. And they’ve been paying attention.

New practitioners they have options that didn’t exist ten years ago. AI-assisted documentation for those who control their workflows. Telehealth reaching across state lines. The internet making it possible to build an audience, a course, or a niche clinical service. Ownership structures that weren’t accessible to a previous generation of physicians.

The organizations that will retain physician talent are the ones that treat employed physicians as partners in governance, not units of production. The ones that don’t will spend the next decade paying more for a shrinking pool of people willing to work under their existing model.

I’ve written about this in depth in my newest full post. See the link in the first comment below.

There’s a deal that medicine offered physicians for most of the past four decades. Sell your practice. Join the system. ...
06/23/2026

There’s a deal that medicine offered physicians for most of the past four decades.

Sell your practice. Join the system. Trade autonomy for income, malpractice coverage, and someone else managing the billing. The terms seemed reasonable, maybe even attractive, to a generation of physicians who were tired of running businesses and just wanted to practice medicine.

What nobody said clearly enough was what the other side of that bargain looked like when the employer stopped performing.

The pandemic didn’t create physician burnout. It revealed how hollow some of those employment promises had become. Physicians discovered that the income was stable until the revenue dropped. That the support was there until the staffing was cut. That the autonomy they’d given up was gone, and what replaced it wasn’t the partnership they’d been sold.

Many of them responded by leaving employment, not medicine. Locum tenens, direct primary care, concierge arrangements, consulting, fractional CMO roles, advisory boards, medical education ventures; the options have multiplied, and physicians are finding them.

This isn’t a trend. It’s a structural shift in what physicians are willing to sign up for.

I’ve written about what that shift means, and what physicians, health systems, and investors should be doing about it, in my newest full post. See the link in the first comment below.

Weak governance stalls decision‑making at the very moment healthcare demands faster, sharper choices. If the pace of cha...
06/22/2026

Weak governance stalls decision‑making at the very moment healthcare demands faster, sharper choices. If the pace of change is accelerating, but your leadership structure isn’t, your group is already losing ground.
📘 Get yours: www.weisspc.com/mggm

Artificial intelligence is challenging the traditional legal framework that places physicians as the “learned intermedia...
06/19/2026

Artificial intelligence is challenging the traditional legal framework that places physicians as the “learned intermediary.” As AI systems increasingly participate in clinical decision‑making, the legal standard for physician judgment, documentation, and liability may shift in ways physicians need to understand now.

https://youtu.be/8sNnNGFqAik

Here’s my prediction: By 2030, many of the most successful physicians will not be defined by a single title or role.They...
06/18/2026

Here’s my prediction: By 2030, many of the most successful physicians will not be defined by a single title or role.

They’ll still be excellent clinicians. But they will also be owners, leaders, advisors, educators, investors, consultants, and entrepreneurs, in varying combinations. Their careers will look less like straight lines and more like portfolios.

This isn’t wishful thinking. It’s a response to what’s already happening.

Consolidation, reimbursement pressure, artificial intelligence, changing workforce expectations, and burnout are all reshaping what physician careers look like and how long any given role remains stable.

For much of modern medicine, physicians were told to choose a lane.
The future may belong to physicians who create more than one.

I’ve been calling this the rise of the portfolio physician. It’s not a job description or a specific business model. It’s a professional posture, one built on optionality, on having more than one way to create value, so that when circumstances change (and they will), you have somewhere to go.

I’ve written about it in my newest full post. See the link in the first comment below.
The portfolio physician is not coming. The portfolio physician is already here.

There’s a word I use a lot when I’m working with physicians on their careers and their business structures. Optionality....
06/17/2026

There’s a word I use a lot when I’m working with physicians on their careers and their business structures.

Optionality.

It’s not the same thing as having a side hustle. It’s not the same thing as chasing every business idea that comes along. It’s not even the same thing as entrepreneurship, though entrepreneurship can be one path to it.

Optionality is the ability to preserve meaningful choices as circumstances change.
A physician who has it can adapt when their group merges, when reimbursement shifts, when a health issue alters their clinical capacity, or when their priorities at fifty look nothing like they did at thirty-five.

A physician who lacks it may find that decades of expertise have nowhere to go.
The physicians I see building the most resilient careers aren’t necessarily the ones working the hardest right now. They’re the ones who have intentionally built what I call a portfolio — a collection of professional assets, not just a collection of activities.

Leadership skills. Governance knowledge. Relationships. Ownership interests. Specialized expertise. Reputation.

That’s a very different kind of career insurance.

I’ve written about this in depth in my newest full post. See the link in the first comment below.

Here’s a situation I encounter too often.An accomplished physician — decades of clinical experience, genuine expertise, ...
06/16/2026

Here’s a situation I encounter too often.

An accomplished physician — decades of clinical experience, genuine expertise, an admirable record — finds that the role they’ve occupied for most of their career is no longer available to them in the same form.

Perhaps a disability made their original schedule unsustainable. Perhaps their group merged and the terms changed. Perhaps burnout made continuation untenable.

The question becomes: what else can this physician do?

For physicians who spent those decades developing only one form of professional value, the answer can be surprisingly limited.

This is the problem I’ve been thinking about for years in my work with physicians. The solution isn’t to become an entrepreneur or chase every business idea. It’s something more fundamental: optionality. The ability to preserve meaningful choices as circumstances change.

I call physicians who build this quality “portfolio physicians.” They may look very different from each other. Some are in large groups. Some are building businesses. Some consult, advise, teach, or invest. Some have faced health challenges that forced them to rethink their careers entirely.

What they share is not a business model. What they share is more than one way to create value.

I’ve written about what that looks like, and how to build it, in my newest full post. See the link in the first comment below.

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