When contemplating a potential transaction between an imaging center and a hospital, including the appropriate people and committing to transparent communication between the parties are essential to promoting a successful transaction environment. In order to achieve the desired goals of both parties, several key individuals should be active participants during the entire deal cycle, including the administrator and/or key executive from the center, a hospital representative, legal counsel for both parties, and an experienced valuation company.

For a cardiologist, Wm. Guy Weigold, MD, spends an unusual amount of time in front of a monitor. “I happen to be a cardiologist who has expertise in cardiac CT,” he explains. “I spend the majority of my time looking at images.” Weigold is director of the cardiac CT program at the MedStar Washington Hospital Center in Washington, DC, and he directs

When Rex Healthcare (Raleigh, North Carolina) went shopping for a cardiology image-management solution, it was looking for three things: good vendor support, the ability for cardiologists to access prior studies from the radiology PACS, and a willing development partner to grow with as it built an employed cardiology practice and a new heart

Named as one of the best US hospitals by US News & World Report for 5 years, Indiana University Health (IU Health), Indianapolis, aims to provide a unified standard of preeminent, patient-centered care in partnership with the Indiana University School of Medicine. Strategies for attaining such a goal include the deployment of increasingly

If imaging is to visualize its future accurately, it must do so by looking to business models outside the health-care arena, according to Dieter Enzmann, MD, chief of the department of radiology at the University of California–Los Angeles. “There are three generic models that exist in virtually every mature market,” he says. “There’s always a low

Kenneth Schwartz, MD, medical director of New York Radiology Alliance (NYRA) in Bedford Hills, describes today’s radiology-practice environment as characterized by catch-22s. “I’ve been in the business for many years, and I have never seen such a drastic change over such a short period,” he says. “The demands of customers, referring physicians, and

As radiology’s marketplace has achieved maturation, practices—more than ever—can (and should) take their cues from other industries, according to Curtis Kauffman-Pickelle, CEO of imagingBiz and a longtime consultant to radiology practices. “Radiology, as an institution, needs to look to successful models in businesses outside of medicine—the models

The radiology industry has seen its shares of ups and downs during the past two decades. “In 1993, health care was in a period of chaos much like the one we are experiencing right now,” Mark Talley, COO of Medical Management Professionals (MMP), says. “The biggest fear was that everything would move to capitation. As time went by and things settled down, there was a period of rapid growth in radiology, primarily driven by advances in imaging technology.” G. Darrell Hulsey, president and CEO of MMP, concurs. He says, “Clinically, radiology has made significant advances in the past two decades, all contributing to better and more streamlined care.”