The physician-patient relationship is the work. Physician-led practice is what protects it.
The Private Physicians Alliance was founded in 2017 to counter the consolidation of healthcare. Private equity firms and hospital systems acquire practices at an unprecedented rate, and the autonomy of the physician erodes with each transaction.
The pattern repeats: acquisition, standardization, optimization for margin, not care.
PPA exists to break that pattern. We provide the scale, leverage, and intelligence of a large health system without taking ownership. We are the layer that lets you stay in control of your practice.
A 114% increase in eight years. Over the same period the share of physicians working for a hospital or corporate entity rose to 82%, and physician-owned practices fell from 48.5% to just over a third.
Source: PAI–Avalere Health, Physician Employment Trends and Practice Acquisitions: 2018–2026, as of January 2026.
Every number here is the current roster, not a target. The map of where these practices sit lives on the homepage.
Private Physicians Alliance is a curated network of entrepreneurial, best-in-class concierge and direct primary care (DPC) practices, along with the specialists who support this care model. The Alliance fosters growth, sustainability, and excellence through shared knowledge, exclusive member benefits, global referral pathways, and access to trusted local and global resources.
Prospective members undergo a thorough screening process, including interviews and final approval by our Board of Directors, ensuring alignment with the Alliance’s values and standards.
We welcome physician-owners who lead their own practices. The Alliance provides a robust platform for business intelligence, operational best practices, and strategic guidance, including scaling, growth, and succession planning.
Our members are dedicated to delivering personalized, preventive, and science-based care. While embracing innovation, the community collaborates to validate the clinical efficacy of new diagnostics, therapies, and technologies, ensuring patients receive the most effective, evidence-informed treatments.
The five Principles that govern membership, conduct, and strategic decisions were ratified by the Board in July 2026. Read the Principles →
Five positions the alliance argues from. They are not the Principles, which the Board ratified and which live on the homepage.
Who owns the practice determines what the practice optimizes for. Physician-owned practices optimize for patient outcomes and long-term professional satisfaction. Corporate-owned practices optimize for the operator's financial returns. These are different optimizations and they produce different medicine.
The most common failure mode for an entrepreneurial practice is the assumption that running your own model means doing it without backup. The most successful physician-led practices have deep networks, peer relationships with other owners and operators, referral relationships with trusted specialists, vendor relationships built on negotiated rates. The network is the strategy that makes the autonomy sustainable.
Calling concierge or DPC a "premium" tier of care misses the point. The membership structure changes the financial relationship in ways that change every other operational and clinical decision downstream. Practices that treat the model as a feature on top of insurance medicine struggle. Practices that treat it as a structural choice and rebuild the operation around it thrive.
The most common public criticism of concierge medicine is that it concentrates resources on the wealthy. The honest answer is that the public conversation has lumped together very different fee structures, a DPC practice at $80 a month is not the same as a $5,000-a-year concierge practice. Both are responses to a primary care economic model that has failed both patients and physicians. PPA represents the full spectrum.
The standard narrative says the trajectory continues until physician-led practice is a memory. We disagree. The trajectory continues until entrepreneurial practitioners are organized enough to compete. That is the work.
The alliance is not a brand statement. It’s a working organization with concrete deliverables to its members.
Pre-negotiated rates and special offers across the categories every membership practice spends on, supplies, technology, marketing, payroll services, conferences, and exclusive vendor access.
Direct access to owners and ops leaders running the practices closest to yours. Forums, monthly ops briefings, weekly clinical briefings, referral routing for traveling patients.
Monthly Afternoon Reports with legal and clinical experts. Monthly Ops Briefings for administrators. Knowledge Center archive of 60+ editorial pieces. CME accreditation.
Three days of clinical and operational programming, CME credit, peer networking, and curated partner conversations.
Invitation-only counterpart to the Annual Meeting. Less programming, more peer time.
A small, slow-changing roster of industry partners who deliver real value to members. Recommended by current members, vetted by the Partnership Committee, reviewed annually for renewal.
300+ members chose alliance over consolidation.