Ravi Chari, MD, CEO of Orthopaedic Solutions Management, is staying one step ahead of a challenging healthcare landscape.
He stepped into the role in October and has more than 35 years of healthcare experience including leadership at InnovaCare Health and HCA Healthcare.
Dr. Chari discussed his strategies ahead of next year and a key lesson from his time working with HCA.
Note: This conversation was lightly edited for clarity.
Question: What are your top priorities going into 2025?
Dr. Ravi Chari: The OSM Management team's priority is to optimize and integrate the strong foundation we already have. This is a highly capable organization, and as I step into my new role, we are focused on identifying and sharing best practices across the group. Additionally, we aim to enhance the key infrastructure and processes in our clinics while solidifying what we believe is the ideal platform for our physicians to deliver outstanding patient care.
Q: How big is your network right now? How are you thinking about growth?
RC: Our network includes over 150 physicians operating across nearly 40 clinics. These physicians work in about 25 hospitals and 11 ambulatory surgery centers (ASCs), performing approximately 60,000 surgeries and handling close to 600,000 patient visits annually. Our group's contributions to the field are remarkable: last year alone, we published more than 50 articles, delivered over 90 conference presentations, and initiated over 30 active research studies. OSM stands as a unique platform that empowers independent physicians to thrive in private practice while transforming orthopedic care delivery.
Q: What are some of the top concerns that you are hearing from practices? What are some of the biggest challenges you are anticipating ahead?
RC: The concerns we hear align with challenges discussed across the healthcare industry. Rising costs combined with flat or marginal revenue growth are causing margin compression. Our primary focus is ensuring we have the right infrastructure and processes to deliver exceptional care while addressing cost inflation. Operational efficiency is critical so that our physicians can be fairly compensated for the high-quality care they provide.
Q: How are you thinking about your role as a physician leader?
RC: My leadership approach has been shaped by a range of experiences. At a private equity-backed clinic, I learned to scale operations across a broad outpatient care platform. My time as President of HCA Healthcare's West Florida Division taught me about strategic growth, operational efficiency, and people management, highlighting the importance of a culture of excellence and accountability. At HCA's corporate level, I helped launch the Clinical Excellence Program, engaging physicians to improve outcomes and operational efficiencies across 185 hospitals. Most importantly, my experience as a practicing surgeon grounds my leadership in the realities of patient care. These experiences collectively guide my approach: operational priorities, strategic growth and an unwavering commitment to advancing patient care.
Q: What is your outlook for management for service organizations? Do you think it'll be inevitable for independent orthopedic groups to get involved with groups like yours?
RC: Given the mounting pressures on smaller practices — ranging from contract negotiations to cost management — many groups are reevaluating their options. While remaining independent is possible, it's becoming increasingly difficult. Alternatives include health system employment, private equity buyouts, or joining larger supergroups like OSM. Our model offers a unique opportunity: it allows practices to maintain clinical independence while benefiting from operational efficiency, best-practice sharing, and organizational support. We believe this structure is compelling for physicians who want to remain empowered and independent.
Q: Thinking about your time working with HCA Healthcare, are there any unique experiences or lessons you learned in that role that you will be bringing here?
RC: At HCA Healthcare, I learned the importance of operational excellence with a focus on patient care – specifically, the value of measuring processes and creating structures for oversight and accountability. In my role at OSM, this translates into continuously optimizing clinic operations and driving care effectiveness across our organization.