Real Talk: Running A Practice — Session 3
Most practice owners never trained to manage people, yet hiring, handbooks, and difficult conversations end up eating hours every week that should go to patients. Ghosted interviews, staff who quietly disengage, and the wrong hire sitting in a role for months longer than it should are common problems with no formal playbook to solve them.
Dr. Juarez runs a solo endocrinology practice and has spent years rebuilding her staffing model from the ground up. She walks through how she moved from two full-time in-person employees to a leaner team built around Edge Talent and a single gap-year student, why she uses the SMART framework to set expectations from day one, and how a written standard operating procedure lets a new hire step into a role without her rebuilding it from scratch every time someone leaves. Turnover isn't the failure — not addressing it is.
Our speaker
Dr. Jyothi Mamidi Juarez
Founder & Owner, Partners in Endocrinology (Webster/Clear Lake/Friendswood, TX)
Dr. Juarez is a board-certified endocrinologist who founded Partners in Endocrinology in 2016 after roles in academic medicine and private practice, including endocrinology clinical faculty at UTMB and time in private endocrinology practice in Houston. She manages the full range of general endocrinology, with a particular focus on diabetes care, and has additional training in thyroid ultrasound, performing ultrasounds and biopsies in-office. She's also the founder of a private Facebook group of over 3,500 endocrinologists and has spoken at national endocrinology meetings on social media and private practice — bringing that same hands-on, no-nonsense perspective to how she staffs and runs her own clinic.
Highlights
- Why Dr. Juarez treats a toxic hire as more costly than a temporary staffing gap, and what "hire slow, fire fast" looks like in practice
- The SMART framework she uses to set staff goals and expectations from day one, instead of assuming people will just know what's expected
- How she restructured from two full-time in-person employees to Edge Talent plus a single gap-year student without losing capacity
- Her actual policy on sick-day patterns, phone use, and internet access — and when a written write-up is the right call
- Why she reads employee turnover as a signal to reassess her own hiring process, not just the employee who left