Before
Dr. Quatro Ott approved scheduling, hiring, and every exception. Growth stalled at the limit of one calendar.
What we did
The engagement ran the FREED framework end to end: found where every decision terminated with the founder, moved authority and accountability together into named seats, engineered the schedule, standards, and escalation path into systems, embedded them with the team, and developed the leaders who now hold them.
After
Hiring came off her plate as a process and came back to her as a choice. The structure does the routing and the screening, so the decision is hers to make rather than hers to chase. The schedule, the standard, and the escalation path are documented and in use by the team.
What has shipped
A complete operating library, now at version 2.0 and in daily use by the practice team. It covers standard operating procedures, the employee manual, the operations manual, the HR and onboarding system, performance frameworks, and a structured hiring system.
What is running now
I built and operate the practice’s hiring function, including structured interview packets, panel scorecards, operational case studies, 30/60/90 presentation rubrics, and a brief-to-physician decision template. Two roles filled through that process, one front desk and one medical assistant, both within 60 days. The leadership search is in its final stages.
