Physician‑led practice growth – lessons from the front lines

As the head of a network of cosmetic practices across the United States, I have a privileged view of how quickly our field is expanding. Demand for surgical and non‑surgical enhancements shows no sign of slowing down. Recent figures estimate that the global cosmetic surgery market was worth about $85.83 billion in 2025 and could exceed $160 billion by 2034, growing at roughly 7% annually. North America alone accounts for more than a third of that revenue, and Americans underwent 1.6 million surgical procedures and 28.5 million minimally invasive treatments in 2024. This booming demand creates opportunities for physicians — but it also intensifies competition.

In my role, I have seen dozens of practices thrive when surgeons steer the ship. Research confirms what many in our community already know: physician-led organizations consistently deliver better-quality care, stronger patient experiences, and lower costs than corporate‑owned or hospital‑run models. A study conducted for the American Association for Physician Leadership found that physician‑led organizations scored 3.9 out of 5 on patient experience, compared with 3.2 across all hospitals. Fully 41% of physician‑led hospitals received the highest possible rating, versus just 6% of hospitals overall. Bain & Co.’s Frontline of Healthcare Survey further notes that doctors working in health‑system‑led practices are almost three times more likely to be dissatisfied than those in physician‑led settings. These data points underscore why surgeon leadership matters — and why our organization is built around it.

Practices that grow successfully share three common threads: disciplined operations, robust data, and a culture of collaboration. Even teams with world‑class surgical skill can encounter long wait times, unpredictable patient flow, and rising overhead if their operations lag. Embracing a surgeon‑led model with strong back‑office support can make a meaningful difference. By streamlining scheduling, clarifying staff roles, upgrading online booking systems, and tracking metrics — monthly revenue, new‑patient counts, retention rates, and average revenue per visit — practices can identify what works, replicate successes, and reduce inefficiencies. The impact is tangible: when operations run smoothly, teams spend less time firefighting and more time caring for patients, and revenue tends to grow steadily.

Another lesson from the front lines is the power of peer‑to‑peer support. Independent surgeons can feel isolated, but a network of colleagues facing similar challenges accelerates learning and prevents costly mistakes. We facilitate regular discussions and benchmarking among our partner physicians so that innovations spread quickly. Doctors report that having a community that values trust, recognition, and open communication increases satisfaction — even when some operational dimensions falter. An empowering work environment isn’t a nice‑to‑have; it is a strategic advantage.

Finally, growth requires adapting to local market dynamics. Our partners operate in diverse communities, from bustling cities to coastal towns. North America’s dominance in cosmetic surgery is driven by advanced health care infrastructure and cultural acceptance, but every market has its own nuances. We encourage practices to tailor their marketing and messaging to the needs and values of their communities. Aligning with broader industry trends while highlighting the human side of medicine helps attract the right patients and differentiates surgeon‑led practices from generic corporate clinics.

The rapid growth of cosmetic surgery, coupled with ongoing consolidation in health care, is reshaping the future of independent practice. The evidence is clear: Surgeon‑led models deliver stronger outcomes, higher patient satisfaction, and more resilient teams. My experience has convinced me that when surgeons pair clinical excellence with disciplined operations, data‑driven systems, and a culture of collaboration, they achieve sustainable growth without sacrificing autonomy.

In a competitive landscape, autonomy is a strategic advantage. By keeping decisions close to the point of care and continuously improving the patient experience, surgeon‑led practices build durable, scalable value in any market environment.

Ben Cook is a distinguished health care executive and private equity operator with over 30 years of proven leadership across business strategy, operations, and finance. As CEO of Olympus Cosmetic Group, he spearheads the company’s growth agenda by leveraging a deep foundation in financial management, clinical services, and value-based acquisition strategies.

Ben’s record of transforming healthcare platforms, scaling multi-site operations, and integrating acquisitions aligns directly with Olympus Cosmetic Group’s vision for sustainable, profitable growth. His dual grounding in clinical services and finance ensures a strategic yet pragmatic approach to expansion, while his commitment to team development supports a high-performance company culture.