HAVERELLHEALTHCARE

Areas of focus

Physicians across high-paid specialties—including surgeons.

Haverell works with surgeons and other high-earning physicians whose next move turns on structure, not a job title. These pages describe what gets examined in each field—not a list of openings.

At a glance

Specialty groups Haverell works in.

Each group has different details that decide whether a role is worth considering. Start with the field closest to yours.

01 / Surgical Specialties

Block time is only as good as its protection.

General surgery, orthopedic surgery, neurosurgery, cardiothoracic surgery, vascular surgery, and related surgical fields. Allocated block, reliable block and protected block are three different things—and only one of them determines what your year looks like.

  • General Surgery
  • Orthopedic Surgery
  • Neurosurgery
  • Cardiothoracic Surgery
  • Vascular Surgery
  • Related surgical fields
What decides whether a role is worthwhile
  • Block time, how it is allocated, and what happens to it under pressure.
  • Call burden, and any trauma or acute-care obligation attached.
  • First-assist and advanced-practice support, and its consistency.
  • OR efficiency, turnover times and staffing stability.
  • Case mix and complexity against what you trained to do.
  • The working relationship with anesthesia and perioperative teams.
Questions worth asking
  • How is block protected when the schedule comes under strain?
  • Who assists, and is it the same team week to week?
  • What are the actual turnover times, not the target ones?
  • What proportion of call results in operating overnight?
  • Is the case mix what I trained for, or what the market sends?

For physicians

The operative reality is established in specifics—volume, support, turnover—before the conversation moves to compensation.

For hiring organizations

Surgeons are matched to the operative environment you actually have, including its constraints, rather than to an idealised description of it.

Discuss a surgical move

02 / Anesthesiology & Perioperative Care

The details are the opportunity.

Two groups can advertise identical compensation and offer completely different working lives. The structure underneath is what separates them.

What decides whether a role is worthwhile
  • Call frequency, and what post-call relief means in practice rather than on paper.
  • The care-team model, supervision ratios, and whether they change overnight.
  • Case mix and how many sites you are expected to cover.
  • Who controls the daily assignment, and on what basis.
  • Pay structure—salary, units, stipend—and who controls the schedule that drives it.
  • Whether a partnership track exists, and what it actually conveys.
Questions worth asking
  • How many sites, and who decides where I work each day?
  • What are the ratios, and do they hold at night and on weekends?
  • What does post-call relief look like on an ordinary Tuesday?
  • If pay is productivity-based, who controls the schedule that produces it?
  • Who has completed the partnership track in the last five years?

For physicians

Haverell gets into the specifics early—before your name goes anywhere—so you can decide quickly whether a situation deserves more of your time.

For hiring organizations

The role is represented honestly, including its hard parts. A physician who arrives surprised does not stay, and a departure twelve months later costs everyone more than a slower search.

See the anesthesiology approach Discuss an anesthesiology move

03 / Medical Specialties

Referral patterns decide more than the contract does.

Cardiology, radiology, gastroenterology, oncology, urology, dermatology, pulmonology, neurology, endocrinology, rheumatology and related fields each turn on a different balance of clinic, procedure and inpatient work.

  • Cardiology
  • Radiology
  • Gastroenterology
  • Oncology
  • Urology
  • Dermatology
  • Related medical specialties
What decides whether a role is worthwhile
  • Procedure mix and protected access to lab, endoscopy, imaging or OR time.
  • The balance between clinic and inpatient duty, and who sets it.
  • Where referrals originate, and how stable those sources are.
  • Call frequency, and whether it is shared beyond the subspecialty.
  • Equipment, technology and whether physicians lead those decisions.
  • For radiology: reading volume, modality mix, and remote versus on-site expectations.
Questions worth asking
  • Where do referrals come from, and what happens if one source changes?
  • How much procedural or reading time is protected, and who allocates it?
  • What is the clinic-to-inpatient split, and can it be renegotiated?
  • Is call shared with generalists, or only within the subspecialty?
  • Which equipment and technology decisions are physician-led?

For physicians

The structural questions get asked that determine whether the practice you are promised is the practice that exists in year two.

For hiring organizations

The search accounts for referral reality and procedural access, so the physician you hire can actually build the practice you need.

Discuss a medical specialty move

04 / Emergency Medicine

The shift looks clean until the board fills.

Published hours matter less than acuity mix, coverage depth, and what happens when volume exceeds the plan the schedule was built on.

What decides whether a role is worthwhile
  • Shift length, overlap, and whether sign-out is protected.
  • Acuity mix and trauma designation against your training and preference.
  • Physician and APP coverage depth on ordinary nights—and on surge nights.
  • Admission pathways, consultant responsiveness, and boarding realities.
  • Compensation structure and how productivity or RVUs interact with volume.
  • Leadership stability and whether schedule changes require group agreement.
Questions worth asking
  • What does a typical Tuesday night look like—not the average Tuesday?
  • How often does the department run short, and who covers?
  • What is the boarding situation, and who owns the decision to hold?
  • How is the schedule built, and how far ahead is it fixed?
  • What changed after the last physician left?

For physicians

The department is described as it runs under pressure, not as it reads in a recruitment summary.

For hiring organizations

Candidates arrive understanding coverage and acuity as they actually are, which is the only version that survives the first busy season.

Discuss an emergency medicine move

05 / Hospital Medicine

The cap matters less than whether it holds.

Shift structure looks clean in a recruitment summary. What matters is what happens when the service surges and the published numbers stop applying.

What decides whether a role is worthwhile
  • Shift structure, block arrangement, and how swaps actually work.
  • Census caps—and whether they are contractual or aspirational.
  • Admitting load and how it is distributed across the day.
  • Nocturnist coverage, and what lands on the day team at seven.
  • Procedure expectations and the support behind them.
  • Backup arrangements when volume exceeds the plan.
Questions worth asking
  • Is the census cap written into the contract, or is it an intention?
  • Who admits overnight, and what is waiting at handover?
  • How often was backup called in the last three months?
  • What is the balance of teaching service to direct care?
  • Has the block schedule ever been changed without group agreement?

For physicians

What a schedule looks like in its worst month gets established before you consider it, not after you sign.

For hiring organizations

Candidates arrive understanding the service as it genuinely runs, which is the only version that survives the first winter.

Discuss a hospital medicine move

06 / Primary Care

Panel size means nothing without the support behind it.

The same number on two contracts can describe a sustainable practice or an unsustainable one. What surrounds the panel is what decides which.

What decides whether a role is worthwhile
  • Panel size alongside the acuity and payer mix behind it.
  • Visit length, and whether you control your own template.
  • Support staff per physician, and whether they are dedicated or shared.
  • In-basket and documentation burden landing outside clinic hours.
  • What the compensation formula actually rewards.
  • After-hours coverage and how call is shared.
Questions worth asking
  • What is the panel size, and what is the real acuity mix within it?
  • Who controls my template, and can I change it without approval?
  • How many support staff per physician, and are they mine?
  • How much in-basket work happens after clinic in a typical week?
  • What precisely does the compensation formula measure?

For physicians

The working conditions get examined before compensation does, because compensation rarely compensates for the conditions.

For hiring organizations

Searches are built around the physicians who will genuinely function in your model, rather than around whoever is available.

Discuss a primary care move

07 / Physician Leadership

A title without authority is just more work.

Medical director, chief, service line lead—the same title describes very different roles depending on what sits behind it.

What decides whether a role is worthwhile
  • Whether decision-making authority matches the title.
  • Protected administrative time, and whether it survives a busy week.
  • Budget responsibility and influence over hiring.
  • Reporting lines in both directions.
  • The clinical commitment expected alongside the role.
  • What the role is being created to change, and who has tried before.
Questions worth asking
  • Which decisions can I make without seeking approval?
  • Is the administrative time protected, or absorbed when clinical demand rises?
  • Who do I report to, and who reports to me?
  • What is the clinical FTE expectation alongside this?
  • What problem is this role meant to solve—and what happened last time?

For physicians

The gap between the title and the authority is identified before you accept it, including the parts an organization may not have examined itself.

For hiring organizations

Leadership searches start with what the role must accomplish and what it will need in order to accomplish it, which is often a harder conversation than the search itself.

Discuss a leadership search

Start a confidential conversation

Your field is not on this list?

These are areas of concentration, not limits. If your specialty is not described here, the approach is the same: establish what would make a move worthwhile before anything else happens.

You are free to stop at any point. Nothing moves without your word.

Start a Confidential Conversation Define what matters first