Latest / Becker’s Healthcare Podcast / Dr. Nicholas Grosso on Building Physician-Led Innovation

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Dr. Nicholas Grosso on Building Physician-Led Innovation · Becker’s Healthcare Podcast

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  - The playbook for running a successful ASC in
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  - 2026
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  - looks almost nothing like it did a few
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  - years ago.
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  - And the one for 2029
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  - probably won't look like this one either.
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  - Case complexity is increasing. Payer models are shifting.
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  - Technology is creating new possibilities
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  - and new cost pressures at the same time.
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  - The spine and orthopedic leaders who are staying
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  - ahead aren't just keeping up with the changes.
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  - They are in rooms where the changes get
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  - talked about honestly. Becker's twenty third annual Spine
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  - Orthopedic and Pain
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  - honestly. Becker's twenty third annual Spine Orthopedic and
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  - Pain Management Driven ASC Conference is such a
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  - space.
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  - More than 1,000 attendees,
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  - 275
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  - plus physician and ASC speakers, three days of
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  - programming across the clinical,
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  - operational, and strategic
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  - with CME credits available.
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  - Join us June eleventh through the thirteenth. For
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  - the agenda and event details, visit Becker's Hospital
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  - Review and click on the events tab in
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  - the upper right.
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  - This is Gracelyn Goller with the Becker's Healthcare
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  - podcast, and we are recording live at the
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  - twenty third annual Spine Orthopedic and Pain Management
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  - Driven ASC Conference.
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  - And I'm currently joined by doctor Nicholas Grosso,
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  - who is the president for the Centers
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  - for Advanced Orthopedics. So, doctor Grosso, thanks for
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  - being here. I would love to have you
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  - start off by briefly introducing yourself and telling
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  - us more about your role and the scope
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  - of your organization and what's currently commanding most
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  - of your attention as a leader.
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  - Yeah. Grace, thanks thanks for having me. Yeah.
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  - My name is doctor Nicholas Grasso. I'm an
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  - orthopedic surgeon.
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  - I am the president of the Centers for
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  - Advanced Orthopedics and have been since its inception
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  - in 2013.
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  - We are a, consolidated group. We started with
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  - 24
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  - private practice orthopedic groups. We we consolidated together,
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  - about a 120 docs. We're now up to
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  - over 30,
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  - divisions with over about a 180 doctors. So
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  - we're pretty large in the,
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  - Maryland, DC, and Virginia area. And right now,
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  - what's commanding most of my attention is the
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  - fact that we have created a separate business
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  - entity called met called Medbanta
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  - to do a lot of the MSO functions
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  - that,
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  - a a private practice enterprise can't do, such
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  - as we created our own billing office. We
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  - created a whole tech stack from scratch,
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  - fully self funded by our doctors.
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  - Wonderful. Well, thank you for being here.
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  - And I'd love to start off with, in
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  - a year marked by rapid change, what recent
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  - decision or pivot required the most leadership conviction
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  - from you, particularly when it came to aligning
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  - people, resources, or capabilities?
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  - Right. I I think I think starting MedVanta,
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  - even though it's been over a year since
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  - we started it, I think that has really
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  - been commanding most of our attention. Because what
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  - we found is a lot of orthopedic groups
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  - out there, even the consolidated ones, were
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  - too quick to give up their value to
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  - outside enterprises such as PE groups or third
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  - party entities that are either owned by PE
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  - or
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  - a start up, and
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  - they were kinda at their mercy. So we
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  - decided that we were gonna pause,
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  - raise our own money internally, and then create
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  - our own tech stack from scratch so that
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  - we own all of our
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  - key functions that we need to do through,
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  - you know, our own billing office, our own
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  - scheduling app, our own analytics platform.
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  - So it's all completely owned by us in
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  - the docs, so we're not giving our value
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  - away to third party enterprises.
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  - Well, thank you for sharing. And I'd love
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  - to know how that moment changed or challenged
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  - your assumptions,
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  - and what did it change about how you
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  - approach decision making, talent, or organizational readiness today?
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  - Yeah. You know, I I think most orthopedic
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  - surgeons just wanna, you know, provide good patient
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  - care, take care of their patients, go home,
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  - play with their kids, barbecue in the backyard.
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  - They don't wanna really get involved in the
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  - day to day decisions or the business of
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  - medicine.
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  - Unfortunately, in today's age, there's really no way
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  - not to get involved in the business of
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  - medicine. So I think my job as the
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  - president of the organization is to recruit the
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  - team that can do these things and kinda
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  - take the pressure off of our docs to
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  - allow them,
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  - to just do what they do and still
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  - be able to,
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  - you know, make a good living and, like
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  - I said, not give our value away to
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  - third party enterprises.
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  - And when you think about the forces reshaping
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  - health care right now, where do you believe
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  - leaders need to be more decisive, especially when
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  - balancing speed, risk, and having the right teams
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  - in place? Yeah. Yeah. It's, you know, think
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  - things move so fast, and sometimes it becomes
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  - easy to just say, I'll let somebody else
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  - take care of it for me. I think
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  - the hardest part and where you really need
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  - to be decisive decisive is to say, we
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  - can do this. We can, you know, it
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  - may take some convincing of your docs depending
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  - on the size of your group. Obviously, every
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  - group is different. Every region in the country
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  - is different. But I I think we're too
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  - quick to just lay off, responsibility to other
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  - enter other entities
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  - and take that stuff in house. It can
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  - be done if you have the right team.
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  - And as uncertainty
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  - has become the norm, what leadership, habit, or
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  - mindset has been the most critical in keeping
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  - your organization and your people moving forward? Yeah.
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  - Yeah. Like I said, previously, I think having
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  - the right team and relying on your team.
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  - If you have the right people around you
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  - that you can rely on to delegate things
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  - to,
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  - like I said, we have a great team
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  - at, Medvanta and CAO
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  - that I'm confident that when we make a
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  - decision to move in a certain direction that
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  - they're gonna, you know, carry that through. Obviously,
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  - you have to keep on top of everything
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  - as as a leader, but, I think having
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  - the right people around you makes your job
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  - a lot easier.
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  - Absolutely.
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  - Well, doctor Grasso, thanks so much for being
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  - here today on the Becker's Healthcare podcast. Again,
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  - we are recording live at the twenty third
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  - annual Spine Orthopedic and Business of Pain Management
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  - Conference. Thanks, Grace. Appreciate it.