Feasibility, pro formas, and payer negotiations — built by a physician who runs on the same data.

Two reasons. First, we're led by a physician — Dr. Golshani is an interventional radiologist who has contributed to SIR economic modeling work and built CenterIQ. Traditional ASC consultancies are led by MBAs and healthcare executives. Useful on operations. Weak on the clinical workflow decisions that drive case mix, rate strategy, and payer negotiations. Second, the data is open. Every rate in our models is traceable to the specific MRF record or CMS fee schedule line it came from. Our clients get live CenterIQ seats — not a PDF. Run your own what-ifs. Re-model when a partner changes their mind. The traditional model of 'pay $50K, receive PDF, thank you' is broken.

Dr. Golshani leads every engagement personally. Backing him is a vetted network of senior advisors — pro-forma consultants with decades of experience at national medical societies and ASC operators, payer-contracting specialists, site-selection partners who understand the state-level Certificate of Need landscape, and healthcare-specialty CPAs. We assemble the right pod per engagement. We name specific partner firms under NDA at the fit call — this is intentional: we want to show you the people working on your case, not advertise a roster.

An 8–12 page feasibility brief delivered in 1–2 weeks. It pulls your top 15 CPTs through CenterIQ and returns: commercial rate distribution per CPT (P25/Median/P75 with named hospital citations in your state), OBL vs HOPD vs ASC setting comparison, rough 3-scenario pro forma (high/base/low case), state-level reimbursement geography ranking, and a go / no-go recommendation with rationale. It ends with a 60-minute readout call. The $5K is credited toward the Pro Forma fee if you proceed. Useful for a physician group testing whether a center in their geography is even worth pursuing — not for getting a bank loan.

Yes. It includes a full 5-year line-item P&L, balance sheet, and cash flow, with monthly revenue ramp, working capital, D&A, and financing scenarios. Every rate assumption footnotes to a named hospital + insurer in the relevant state. The Excel workbook is open and editable. The PDF deck is designed for an investor or lender presentation. Clients have used it for SBA-backed healthcare lending, private lending facilities, and physician LP syndication raises.

Yes — this is what the Turnaround service is for. We review your current contract rates against MRF benchmarks (most existing centers are being paid 20–40% below market on at least 3–5 CPTs), audit case mix, surface payor mix sensitivity, and build a Contract Benchmark packet for your next renegotiation cycle. Common finding: a two-hour renegotiation using real named-hospital comps adds $100K–$500K in annual collections on the same case volume.

Case by case. Some ASC management firms charge 5–6% of net revenue in exchange for an ownership stake. We can structure engagements that way for groups who prefer aligned skin-in-the-game, but our default is fixed-fee. Transparency is a core principle — we want clients to know exactly what they're paying and exactly what they're getting. If you want to explore an equity or % of collections structure, raise it at the fit call.

CenterIQ is the data platform GigHz built — 220M+ rate datapoints from CMS Hospital Price Transparency and Medicare payment files. Every advisory engagement runs on it. You can use CenterIQ self-service for free (core tiers), and most clients do before coming to us. Advisory is what you hire when you want a physician to build the model with you, validate the assumptions, and stand behind the deliverable. Think of it as: CenterIQ is the data, Advisory is the people who know what the data means.

Yes — medtech commercialization advisory is part of the Full Advisory menu. Common asks: hospital pricing strategy for a new device, site-of-service decisions (HOPD vs ASC vs OBL), reimbursement landscape analysis for a CPT set, launch partner selection, and clinical validation site sourcing. Dr. Golshani's clinical and economic dual background is particularly useful here — a device company getting advised by a practicing IR who has also modeled the facility economics gets a different kind of answer.