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Mark Baiada has
always encouraged the entrepreneurial spirit
of our people. Before 2008, that meant an office could provide every specialty service to optimally serve nearby clients. It didn’t matter whether it was assistive care or physical therapy; if we saw a need, had the clinical expertise, and could recruit and serve our clients, we were meeting our stakeholders’ needs.
As we grew—and as the competition did—we realized our operating model would be more
effective and in fact, differentiated, if we specialized our services to best meet the unique needs of similar populations.
A sharper focus
By creating focus and aligning to specialties, we were able to build out our depth and expertise: clinically
for that population of clients served and the clinicians who want to be
at the top of their license for that field or “department” (eg, pediatrics, rehabilitation, physical therapy) and operationally for the payors and referral sources who needed more streamlined, tailored, and reliable support of their patient base.
Each office mastered its own practice— the client populations, clinicians, payors, and the compliance and
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Our Specialty Practices
