The following case studies illustrate representative client situations and outcomes. All identifying details have been generalized to protect client confidentiality.
Case Study 1: The Overlooked Subspecialist
Specialty: Pulmonology / Critical Care | Institution Type: Major Research University
THE SITUATION
A nine-year faculty member with consistently strong wRVU performance and two active NIH grants had received only cost-of-living adjustments for five consecutive years, despite a record that clearly warranted more.
WHAT GREGG DID
Gregg conducted a comprehensive salary review using specialty benchmark data: wRVU productivity relative to peers and NIH indirect cost recovery contribution. A written report was produced and a Winning Strategy presentation was built for the department chair meeting.
THE RESULT
AĀ substantial base salary increase was awarded, plus an annual research fund allocationā€”an outcome the department chair described as "long overdue."
Case Study 2: The New Appointment Left Money on the Table
Specialty: Cardiology | Institution Type: Academic Medical Center Affiliated with Top-20 Medical School
THE SITUATION
A faculty physician had accepted an appointment and signed a contract before seeking any outside counsel. Two months in, there was reason to believe the offer had been below market for the specialty and clinical productivity projections.
WHAT GREGG DID
Gregg performed a post-signing salary review, benchmarked the compensation against his own knowledge for the specialty and region, and developed a strategy for reopening the compensation conversation with administration at the 6-month review.
THE RESULT
A salary adjustment was secured, plus a signing bonus applied retroactively to the start dateā€”something the physician had not believed was negotiable.
Case Study 3: The Surgeon Who Needed Practice Reorganization
Specialty: General Surgery | Institution Type: University Hospital
THE SITUATION
A high-volume surgical faculty member's OR time, scheduling support, and staffing allocation had not scaled with growing clinical demand. Compensation had remained flat while patient volume increased 30% over three years.
WHAT GREGG DID
Gregg's Practice Perfect Plan included a complete operational analysis of the surgical practice, an assessment of the revenue gap attributable to scheduling and staffing inefficiencies, and a formal practice reorganization proposal for hospital and department leadership.
THE RESULT
AĀ significant salary increase was awarded, along with additional OR days per week and a dedicated surgical scheduling coordinatorā€”increasing both take-home pay and effective clinical capacity by an estimated 30%.
