They say that beauty is in the eyes of the beholder.
Tag: fiduciary
Why Document the Value of a Group Member’s Interest? – Podcast
They say that beauty is in the eyes of the beholder.
That Knife in Your Back Has Your Partner’s Fingerprints on It – Medical Group Minute
Breaches of fiduciary duty and of contractual commitment within medical groups occur every day. The question is, are those duties enforced?
That Knife in Your Back Has Your Partner’s Fingerprints on It – Podcast
Breaches of fiduciary duty and of contractual commitment within medical groups occur every day. The question is, are those duties enforced?
That Knife in Your Back Has Your Partner’s Fingerprints on It
Do any of these sound familiar? Your group’s been courting facility X across town as an additional service site. Then you learn that one of your partners, through an entity she controls, has been covering it for the last six months.
Fiduciary Duties, Errant Partners, and Third-Party Liability.
A seemingly unrelated Delaware case from the world of corporate mergers reminded me of that sorry story, one that’s played out several times for clients over the past decade, one that never ends well for Dr. Quisling.
Medical Group Management Error: Managing for Your Personal Gain – Podcast
Medical groups, especially first generation medical groups, often suffer from a common management error: Their leaders or board members manage from the perspective of their individual personal success, not from the perspective of the group’s, that is, the business’, success and of its long-term future.
Medical Group Management Error: Managing For Your Personal Gain – Medical Group Minute
Medical groups, especially first generation medical groups, often suffer from a common management error: Their leaders or board members manage from the perspective of their individual personal success, not from the perspective of the group’s, that is, the business’, success and of its long-term future.
Medical Group Management Error: Managing for Your Personal Gain
Medical groups, especially first generation medical groups, often suffer from a common management error: Their leaders or board members manage from the perspective of their individual personal success, not from the perspective of the group’s, that is, the business’, success and of its long-term future. For example, the group becomes interested in acquiring other groups…
Why Document the Value of a Group Member’s Interest?
What is the formula for determining value? Does that formula trigger or destroy other rights and privileges that the group wants to assert in its organizational documents?