From Doer to Multiplier:
How Leadership Unlocked
Scalable Growth

When you’ve already built multiple locations and a team of top surgeons, it’s tempting to think growth is just about doing more.

 

But that approach comes with limits—and Dr. Ryaz Ansari knew it. His bold vision was to double revenue in three years, but he also knew the old way of working harder, longer, and faster would never get him there.

 

The path forward required a new kind of leadership.

 

The Challenge: Escaping the Productivity Trap

Ryaz first believed the solution was personal productivity: see more patients, optimize his own schedule, push harder. But he quickly realized this was a trap. The practice couldn’t keep scaling if it all revolved around him.

 

The turning point came when he understood that sustainable growth wasn’t about being the doer—it was about becoming the multiplier.

 

What was needed wasn’t more effort—but more leadership capacity across the team.

 

The Moonshot Transformation: Multiplying Leadership

To unlock the next level, Ryaz made a bold move:

• Reduced his clinical days from five to three, creating dedicated time to lead, strategize, and build systems.

 

With that leadership bandwidth, he put new structures in place:

• Unified Case Acceptance: Standardizing processes across surgeons raised overall acceptance rates to ~80%, with one doctor still closing the gap.
• Smarter Scheduling & Handoffs: Clearer systems boosted conversion from ~60% to 67%, with steady progress toward 70%.

 

The shift wasn’t about Ryaz doing more—it was about building systems that empowered others to do more, consistently and sustainably. The practice stopped depending on Ryaz’s personal output—and started scaling through leadership, systems, and alignment.

 

The Results: Growth with a Strong Foundation

The improvements might seem incremental on paper, but across multiple surgeons and sites, the impact is profound.

• Acceptance rates rising across the team
• Improved handoffs and streamlined scheduling
• Higher conversion from consult to treatment
• More time for leadership, less reliance on Ryaz’s chairside presence

 

Together, these changes are setting the stage to achieve his bold goal: doubling practice revenue within three years. This isn’t growth from working harder—it’s growth that will last.