The Healthcare System Is Dying: 3 Things Doctors Should Start Doing NOW

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Hospitals are closing, insurance companies are denying claims, private equity is taking over, and patients are suffering the consequences.

Day by day, it becomes clearer that our healthcare system is on the brink of collapse. For years, we've watched from the sidelines as it faltered. But the truth is – we are the solution. Not private equity. Not insurance companies. We are the only ones who can save this failing system before it's too late.

In this episode, I break down three actionable steps that will not only help you thrive but position you as a leader in the fight for better care.

Tune in and become part of the solution!

—

Key Takeaways: 

• 00:00 Intro 
• 00:41 The healthcare crisis explained 
• 04:44 The role of physicians in addressing the crisis 
• 07:01 Building dominant brands 
• 12:27 Supporting doctors in private practices 
• 14:00 Becoming a part of the Profitable Private Practice Movement 
• 19:04 A better future 
• 20:53 Outro 

Additional Resources:

• Learn more about my 12-month program.
• Interested in 1-on-1 coaching? Apply here.
• Grab a copy of the "The EntreMD Method" book.

When you are ready to work with us, here are three ways:

• EntreMD Business School Accelerator - If you are looking to make a 180 turnaround in your business in 90 days, this is the program for you.
• EntreMD Business School Grow - This is our year-long program with a track record of producing physician entrepreneurs who are building 6, 7 and 7+ figure businesses. They do this while building their dream lives!
• EntreMD Business School Scale - This is our high-level mastermind for physicians who have crossed the seven figure milestone and want to build their businesses to be well oiled machines that can run without them.

To get on a call with my team to determine your next best step, go here ...

Episode Transcript

Speaker 1 (00:00):
The time to build a dominant brand has come.
Will it work for your business?
Yes, will it attract newclients and patients for you?
Yes, would it create the doorfor opportunities you didn't
even think of?
Absolutely, and in the timethat we're in, in the crisis
we're in, you get to be one ofthe people rewriting history.
You get to be one of the heroesof history because you change
things with your brand.

(00:22):
Hi docs, welcome to the EntreMDpodcast, where it's all about
helping amazing physicians justlike you embrace
entrepreneurship so you can havethe freedom to live life and
practice medicine on your terms.
I'm your host, dr Imna.
I've been saying this for a fewyears now.

(00:44):
I just want to say it a littlelouder Private equity is not
going to change health care forus.
The insurance companies are notgoing to turn around and change
health care for us.
The health care space isliterally looking for saviors,
is literally looking for aCalvary, and the truth of the
matter is it's us.
Now we have an opportunity tosay yes, to answer the call and

(01:05):
get stuff done, or we will sayno and watch everything just go
to blazes.
Okay Now, this is a veryimportant episode for the
private practice people, but foreveryone really everyone but
more especially for those of usin private practice.
Now, what got me really startedon this is I was looking at the
doctor's profile and somebodywho was an acquaintance of hers

(01:28):
posted about how he just did hislast shift at a hospital that
he's been at for 15 years.
You know very reputablehospital and things like that
that got bought out by privateequity and then private equity
had signed a deal.
You know, according to his post, that they were going to keep
the hospital open for at least10 years.
Ok, but in the course of all ofthis, what happened was they

(01:52):
acquired the hospital, they soldthe land that the hospital was
on, they took out a multibilliondollar loan right, because the
hospital is a huge asset.
They could do that andultimately got the hospital in
so much debt and then shut itdown.
And that's bad enough, okay,because I want you to think of a
whole hospital system.
He talked about the differentservice lines that had been

(02:14):
created.
Think about how long it takesto create that.
Think about the number ofpeople it serves, think about
all of those things.
And that's gone, likecompletely gone Now.
He then said something that mademe go like, oh my goodness,
like we have to figure this out.
And he said that sevenhospitals in the Philadelphia
area have closed in the last sixyears.

(02:35):
That's more than one a year,but let's just say it's one a
year.
And we're not talking aboutPennsylvania, we're talking
about Philadelphia, right, andwe have a hospital a year
shutting down, and there are 50states.
What does that translate to?
Right, and what happens to thepeople who go there to get care,

(02:56):
right, to get help, and sowe're talking about a crisis of
unprecedented proportions.
Okay, now, this is the deal.
You know that I am a relentlesssupporter of physicians
everywhere.
You know that I have beentalking about this for almost
seven years, about us buildingprofitable businesses so we have
the freedom to live life andpractice medicine.

(03:17):
I want to extend this.
Okay, so we can see this now,when you build your business
with the model that we talkabout, the model we talk about
is one that allows you to builda business that is profitable so
that you are able to take careof a lot of people.
Right, take care of a lot ofpeople, whether they're clients
or patients you know have.
Whatever your business is setup at, you're able to do that,

(03:37):
you're able to create financialfreedom for yourself, able to
create time freedom for yourselffrom the ground up, from you
picking out your business modelbefore you even start your
practice, or to start yourcoaching business or speaking
business, whichever.
We are constantly looking atthese three things.
That way, you end up with abusiness that you love.
It's interesting I was talkingto a doctor who is in the Entree

(03:59):
MD Business School scale, whichis the tier for doctors, doing
over a million in revenue, and Iwas talking about this concept
and she's like you're absolutelyright.
When I started building mybusiness, I you would talk about
building with an exit in mind.
I'm like I just got in I'm notthinking about an exit and all
of those things but I did whatyou told me, but I was just like
, well, I'm not ready to walkaway from this yet, but now I'm

(04:19):
in a season where I need to leanon my team because I'm doing
more speaking, I'm out more, Iwant to take time off.
I have stuff going on with myfamily and stuff like that, and
I can because I built it thatway.
Okay, so we want that for you,we want you to have time freedom
, want you to have financialfreedom and all of that.
We want that for you.
So building a business willrock your world in the best way
possible is just a beautifulexperience, but this is the

(04:42):
thing.
Beyond that, there is a reasonwhy you are a physician in this
time.
You could have been a physician, you know, 70 years ago.
You could have been a physician45 years from now, but you're a
physician now, and the reasonyou're a physician now is
because you have the capacity tohandle what is here and you
have the capacity to be part ofthe team that will turn it

(05:02):
around, and there's so manydifferent ways we can do this,
but this is kind of my call tosay all hands need to be on deck
, not just because of us asindividuals, but because of what
is going on with healthcare inthe United States.
So if we have all thesehospitals going out of business,
what happens to the people thatare being cared for?

(05:23):
It is the same thing.
There was a report this was manymonths ago where Walmart said,
oh, 51 locations, we're going toshut them down Again.
What happens to the patientswho've been going there?
Okay, so let's go back toPhiladelphia, right?
And you have seven hospitalsthat have closed down, have shut
down, actually have been gutted, have been killed, okay, in the

(05:43):
last six years, in the last sixyears.
So the question then becomeswhere are those patients?
Who's taking care of them?
And if you think about it, thenyou know that there is
unnecessary suffering,unnecessarily delay of care and
unnecessary deaths that arehappening.
And so my question to you is doyou want to be part of a group
of people who will preventunnecessarily delays, right,

(06:05):
unnecessary suffering andunnecessary deaths?
Okay, we can no longer go like,oh, what's going on with the
system and all that?
Hello, it's called a doctorpatient relationship.
We have to take responsibilityfor this.
We have to ask what is my partto play?
And we have to start playingthat part.
So I talked about this earlier.
The second I saw it, I wentlive in the EntreMD Facebook

(06:25):
group and if you're not a partof the group, come join us in
the group, okay, and I startedtalking about this.
I said, well, there are somethings that you can do.
And, guys, we no longer havethe luxury of rolling over and
playing dead For our lives asindividuals, we don't have that
luxury.
But, oh my goodness, forpatients, and that patient could
be you, it could be me, itcould be my family, it could be
your family.
It's real people.

(06:45):
Okay, so let me give you threethings that you can do, and not
even you can do, three thingsthat are a necessity.
It would have been great if youstarted it five years ago, but
if you didn't, today's the bestnext day.
These are not optional things.
These are not cute to have.
These are things that need tohappen.
Number one Number one isdoctors.
It is time for us to builddominant brands.

(07:07):
I've been saying this for sevenyears it is time for us to
build dominant brands.
It doesn't matter if you'reemployed, it doesn't matter if
you're a coach, it doesn'tmatter if you run a private
practice.
It doesn't matter if it'sinsurance-based private practice
.
It doesn't matter if it's acash-based private practice.
It doesn't matter if you're aspeaker.
You're a consultant, it doesnot matter.
I mean right.
What does the saying say?
That bad things happen whengood people keep quiet, like we

(07:36):
have been too quiet.
We know what is going wrong andwe are too quiet.
We're too quiet, we haven'tbuilt the brands.
So when we do speak, it doesn'thave a huge impact.
It is time for us to builddominant brands so we can rise
up to speak up against what isgoing on in our healthcare space
, what is going on with theinsurance companies, what is
going on with the hospitals,what is going on with big pharma
.
All of these things we have toaddress it.

(07:56):
We have to.
But this is the thing we haveto build the dominant brand.
So when we do it, it has animpact.
Okay, we're here to bedisruptors that we make what is
going on right, like thehealthcare space.
We're the ones that are goingto right the ship.
But we can't do that if we'resilent.
So maybe you've said I'm anintrovert, so am I.
Maybe you said, oh, you know,I'm super shy, so was I.

(08:19):
Maybe you say I'm a privateperson, so am I.
We cannot use those excusesanymore.
We cannot say, oh, you know,I'm a professional person, I
don't want to be on social media, I don't want to be on YouTube
or whatever.
We can't do that anymore.
First of all, like if we evengot off this conversation the
level of misinformation but whyis that there?
Because we are quiet.
Right, we're quiet.

(08:39):
So it is time for us to builddominant brands.
Now I want to give a really,really big shout out to Dr
Rachel Rubin.
She is a urologist fellowshiptrained in sexual medicine, and
she has built a brand aroundmenopause, around perimenopause,
around the use of vaginalestrogen and preventing UTIs and

(09:00):
all of these things, and shehas been so vocal about it.
Now, this is a thing thatpeople weren't talking about.
This is a thing that wherewomen weren't getting the help
that they needed, and this is athing where people women were
having recurring UTIs and havingsepsis and dying.
They were literally dying.
Okay, now she builds a brand,she builds an Instagram
following, she does the speakercircuit, she has a YouTube

(09:23):
channel, she has an email listand she has talked about it over
and over and over again.
And then she decided, well,let's make a change.
And then she reaches out.
She's like how do we change theguide?
How do we create guidelines forthis?
How do we create guidelines forthe general urinary syndrome of
menopause?
How do we do that?
And it started a process.

(09:44):
It started a process in 2021and she kept at it and they kept
at it.
You know there's a wholecommittee.
They did all the things, theywrote it and they finally, in
2025, published guidelines.
And so, instead of saying, oh,nobody's taking care of the
paramenopausal women and nobodysaid like, instead of doing that
, she's like, okay, let's gomake some guidelines and get
this done.
And what she has done sincethen is she has promoted it and

(10:08):
promoted it.
The last I checked her posts totalk about, it had a million
eyeballs.
She has a million eyeballs onthis.
Why does she have a millioneyeballs?
Because she had built the brand, because she had built the
referral base, because she hasbuilt her dream 100.
That's what we call it at thebusiness school.

(10:28):
Because she had done all thesethings.
She's not one physician, right,there are many physicians who
were involved in this, but Imean, she threw everything
behind it and she was able tomake a significant change.
That is what a brand will dofor you.
Now, when I started talkingabout entrepreneurship, I got
dragged on social media all thetime for talking about it.
Right, and people are like youknow, we will always have jobs,

(10:49):
we will always have job security, and you're just, you know,
like whatever they had to say,but I've been at it and at it,
and through our company, throughour brand, we have helped
thousands of physicians.
Through the entrepreneurbusiness school.
We have helped hundreds andhundreds of physicians through
the profitable private practicemovements.
We've done that right and allof this and things are changing

(11:10):
and the narrative is changing.
That is the power of a brand.
Now I've given you an examplewith two brands and I could go
on and on.
There's so many.
We've had so many clientswho've built phenomenal brands.
But the question I want to askyou is there are a million
licensed physicians.
If 10% of us leveraged ourbrands 10% of us imagine what
would happen, because everybodyhas a part to play.

(11:33):
Like I'm entrepreneurship, sheis menopause and all of that
stuff.
You may be advocacy andgovernment and all of those
things, and like all kinds ofthings someone else is exposing.
Like really running a narrativeof what is really happening
with private equity.
Like there's so many thingsthat can be done, but we need
all hands on deck.
The time to build a dominantbrand has come.

(11:53):
Will it work for your business?
Yes, will it attract newclients and patients for you?
Yes, would it create the doorfor opportunities you didn't
even think of?
Absolutely.
And in the time that we're in,in the crisis we're in, you get
to be one of the peoplerewriting history.
You get to be one of the.
That's the first thing.

(12:14):
So the era of oh, you know Ican like, learn it.
You learn the crap cycle.
You learn to intubate babies.
You learn to deliver babies.
You learn to replace knees youcan do this too.
You're so excited, dr Luna.
Calm down, all right, numbertwo.
Number two is and this isespecially for people in private
practice, but for everyone elselet me tell you, there has

(12:35):
never been a time morechallenging for people to run
private practices.
So, whether you're in privatepractice or not, I want to
invite you to support thedoctors who are in private
practice.
For instance, you have privatepractice people in your world
who don't know about the OnTermDpodcast, don't know about the
private practice YouTube channelthat we have and all of those
things.
Share the resources with them.
Don't ask them if they need it.
They need it.

(12:56):
Now.
If you're in private practice, Iwant you to understand that you
have an opportunity.
You have an opportunity toserve the American people and
help them to stay alive, to helpthem to decrease suffering, to
help them to decrease delays inaccess to care.
And how are you going to dothat?
You are going to do that bytreating your private practice

(13:17):
like what it is.
It is a healthcare system.
It is a healthcare system.
It is time for you to rise as aCEO of your private practice and
make it work to bring it to thepoint where it can serve the
number of people you want it toserve.
It's financially stable.
It is profitable.
You are leveraging your team.
It can work without you.
So you have the bandwidth to doeven more.
You have the bandwidth todisrupt.

(13:38):
You have the bandwidth to doall of those things.
So an example of what ispossible so other people can see
it and come into privatepractice, so that we can have
enough empowered privatepractice owners, so we can go
after the insurance companies.
Because, guess what, without thebrand and without stable
private practices, we're notgoing to do that because
everybody's figuring out how tosurvive.
We have to go beyond that.
We have to go beyond that.

(14:00):
So please hear me when I saythis Okay, even if you're, like
you know, at this time I don'twant to do entre empty business
school.
I don't want to do all of that.
We built something that everyprivate practice owner can be a
part of and we did not holdanything back.
It is a very valuable program.
It is called the ProfitablePrivate Practice Movement and I
want to invite you to be a partof it.
Listen, it is a place where youwill learn how to fill your

(14:22):
schedule.
You'll learn how to get paidfor the work you do.
You'll learn how to leverageyour team so your team is
bearing the weight of theresponsibility of generating
revenue in your practice.
It's a place where we'll showyou how to optimize your revenue
management system with yourbillers and all of those things,
and how to turn the profitsthat you do generate into wealth

(14:43):
.
Guys, these five things likeare there a million things to
learn in private practice?
Yes, if you master these fivethings, you will have a very
profitable practice.
You will so entremdcom forwardslash movement.
Go be a part of the movement.
The investment is less than acappuccino a day.
It's $197 a month or $19.97 fora year, which is ridiculous.
I still have friends till todaytelling me I've lost my mind

(15:05):
for doing it.
Go, sign up and learn what youneed to learn to build a
healthcare system that can work,because, guess what?
The American people aredepending on it.
They're depending on it.
Hospitals are closing left,right and center.
Private practices are closingleft, right and center.
Where do you think these peoplego?
Where do you think they go?
Okay, so build it so it works.
Okay, I don't know how to dothis, no problem, learn.

(15:28):
You're the CEO of a healthcaresystem.
Learn, okay.
The third thing we need to do iswe need to grow in our capacity
.
Guys, it is so amazing that wespent 10 years we spent over a
decade, becoming the physiciansthat we are.
It was such a sacrifice and allof that, but we have not
arrived.
We have not arrived.
The healthcare space is goingto come knocking and it's going

(15:50):
to say are you going to save theday?
Are you going to come and saveus?
Are you going to come and helpus?
Are you going to come and saveus?
Are you going to come and helpus?
Are you going to come and rollup your sleeves?
Guys, don't get me wrong.
This is not about sacrificingyourself and you won't be
rewarded for it.
You know I talk about servingand earning, so I'm not talking
about going to die or whatever.
But this is the thing thehealthcare space is looking for
a Calvary.
Will you be part of the Calvary?
It may mean you need to learnto speak.

(16:11):
You need to learn to network,you need to learn to negotiate,
you need to understand how tobuy practices.
You need to look into advocacyat a national level.
Whatever it is, you know whatit is.
But the thing of just saying,oh, it is what it is, we're not
victims, guys, we're not victims, we're not helpless, we're not
stuck.
In fact, we're so not stuckthat we're the answer.

(16:34):
So we got to grow in capacity.
We have to get out of thisfixed mindset and into a growth
mindset.
We have to get out of this.
I've arrived to asking thequestion what is the skill
required for me to make my nextjump, my next leap, for me to
help at a different level?
What is the next jump required?
And you know, big shout out tothe doctors in the business

(16:54):
school, because this is whatthey do all day, every day.
What skill do I need to stackon?
What do I need to stack on?
What do I need to learn?
How do I need to change?
Who do I need to connect to?
So the whole thing of I can'tdo this because I don't know
that.
No, if you don't know it,figure it out.
We have to come into this spacewhere we're like my job is to
grow, my job is to grow.

(17:15):
My job is to get better.
My job is to expand capacity.
So if I haven't done it before,well, guess what I'm going to
learn and I'm going to put inthe reps and I'm going to do it
till I become great at it andthen I'll go to the next thing.
The healthcare space is going tocome knocking.
It's going to come knockingLike will you help?
No-transcript Will you be theone who is an example of what is

(17:43):
possible, so other doctors cansee that the healthcare space is
looking for saviors, is lookingfor recovery?
I know it may sound a littlebizarre to you.
Like, oh, like.
What is she talking about?
But please hear me, please.
I've been talking about thisstuff since 2016.
I've been talking for almost adecade.
It is not going to get better.
Private equity is not going tostop.

(18:04):
They're not going to stop.
We will stop them.
The insurance company is notgoing to turn around and say, oh
, you know, we don't think we'vebeen doing right by you, we're
going to.
No, they're not.
They're going to need to bestopped.
Okay, when everybody desertsthe patients, we don't.
Now, the way we don't desertthem is by building practices

(18:25):
that work, so we can stay inbusiness and take care of them.
So what do I want you to do?
If you're a private practiceowner, I want you to join the
profitable private practicemovement.
There's no reason not to.
The ROI is very clear.
The time commitment is verylittle.
The investment is insanelylittle.
Okay, entremdicom, forwardslash movement.
If you're not a privatepractice owner, I want you to
reach out to other privatepractice owner.
I want you to encourage them.

(18:45):
I want you to thank them fortheir service.
I want you to thank them fortheir service.
I want you to give them a link,say hey, come watch this video,
listen to this podcast or jointhe movement or whatever,
growing your capacity, buildyour brand.
The healthcare space needs yourbrand and it needs your voice.
Do that.
But this is the deal.
A decade from now, we can lookback in utter shock and

(19:07):
disbelief at the ridiculousnessof the healthcare system in 2025
.
It could be so different thatwe'll look back in disbelief
Like how did we ever toleratethat?
How did we ever let that happen?
How in the world were weconvinced that we were victims?
That could be us, but if wecontinue the way we are
continuing, it will not be.
We'll still be victims.
We'll still be complaining.
We'll still say, oh, youremember when?

(19:28):
No, we can right the ship.
Well, we will only right theship if we rise up.
So invitation to you to rise upand when you're done, when you
make that decision, I want youto take this episode.
This is not a cute oh, dr Unahas to record today, so she's
recording today kind of episode.
No, this is not that.
This is a call.
This is an invitation to bepart of a movement.
This is an invitation to bepart of the Calvary.

(19:50):
That's what this is.
And so I want you to take thisand I want you to share it with
every doctor you know.
I want to share it in everygroup you're a part of.
That allows you to share.
I want you to go like hey, guys, let's do this.
Let's build dominant brands.
If we're in private practice,let's build those healthcare
systems and show up like theCEOs that we are.
Learn what we need to learn,join the movement and let us all

(20:12):
grow in our capacity.
All of us, all of us.
No more victim.
All of us, all of us, no morevictim.
I don't know.
I didn't get a businesseducation.
Nobody told me.
It's not fair.
Like none of that none.
We grow in our capacity to bewho the healthcare space needs
right now.
Okay, rooting for every singleone of you.
Entreemd, we are a thousandpercent committed to helping

(20:32):
doctors get this done, okay.
And so, whether you listen tothe EntreeMD podcast or you
follow the private practicechannel that we started, or you
read our books, or you come intothe movement, or you come into
the EntreeMD business school, oryou come to our events,
whichever, we have a gazillionways of supporting you.
You can send us a DM, or sendus an email, druna D-R-U-N-A at

(20:53):
EntreeMDcom, and say this is thekind of support I'm looking for
, and we will support you.
We are here for this and thisis the time.
Okay.
So I'm rooting for you.
You're not alone.
You have support.
You have a community you canlean on.
Let's do this.
The healthcare space is lookingfor you, for you.
So say yes and I'll see you onthe next episode.