Ben White

What Makes a Radiologist Feel Special?

09.15.25 // Radiology

Not all radiology jobs are created equal in part because not all radiologists with the same job are treated equally. In a field divided between democratic groups, corporate employers, and academic institutions, the meaning of fairness and the value of “specialness” vary wildly.

Compensation, autonomy, and respect are all on the table.

For different kinds of radiology jobs, there are different kinds of radiologists.

The Democratic “Ideal”

One thing about any traditional private practice is that, in most cases, all partners are equal. They share in the work and share in the profits. Typically, any differences in compensation—if there are any—are a reflection of differing schedules (like buying and selling of weekend call shifts or vacation) or a reflection of a productivity incentive component, where the radiologist earns additional income for RVUs generated in excess of some predetermined benchmark (because while pay is often equal, production often is not). An external entity can help support necessary admin time through stipends/directorships, but this usually comes from outside of the practice.

If things aren’t fair and transparent, something is wrong.

When Someone Else Holds the Keys

Radiologists working for a third party—like a PE-owned entity or a hospital/university medical center—are in a different situation.

Obviously, in some cases, people can be paid and valued similarly. But a third party holding the keys creates more opportunity for sweetheart deals and special treatment.

This isn’t a knock on those models, because ultimately while flexibility can be used poorly—by undervaluing people, rewarding friends, or exploting those who don’t negotiate—it can also be a powerful business tool (for “good”?) in the sense that you can flexibly pay what the market demands for a given in-demand skill set, even if it doesn’t seem “fair.”

If you’re trying to grow a service line (or keep one on life support) and you need someone with specific skills, you can choose to invest in that person in a way that can be challenging, if not impossible, in a democratic group.

In a world where some radiologists are attempting to optimize for $/RVU, we shouldn’t pretend that democracy always works or that “fairness” always feels fair.

In my practice, a 20-year veteran doesn’t make more for the same work as a new partner. In the academic center I trained at, some senior physicians earned more while doing less.

Now, for those special radiologists who are in demand (like breast imagers in recent years), the current shortage has again enabled a lot of offers—sometimes with high compensation or cush schedules available even for remote work—for the right kind of person for the right kind of job.

What may feel arbitrary or unfair may just be a necessary, intentional response to market forces in order to avoid operational insolvency.

Merit & Loyalty

There is also an important distinction between loyalty to an institution or a platonic ideal, loyalty to a deserving person, or nepotism. The classic academic notion of paying your dues and enjoying better pay with more respect and a better schedule merely through seniority is perhaps not the best way to create a well-functioning meritocratic enterprise.

Academic radiologists need to believe in both the mission and the institution to invest over the long term. Rapid turnover, bad governance, and obvious disparities can easily sabotage what should be the strongest cultures in healthcare.

I once knew an outstanding attending who left their institution because the new junior faculty (including some she helped train) were getting a better deal, including higher compensation. The market had moved, but the institution wasn’t willing to revisit established faculty salaries. The department isn’t a democracy, but this radiologist was worth more by all metrics.

If the academy can’t figure out how to balance specialness with fairness, it’s going to continue to exist in a no-man’s land between democratic private practice and commodified but well-paying corporate work. Many doctors have figured out that the institution often doesn’t love you back.

Rational Actors, Systemic Consequences?

What is best for the individual in the short term may be at odds with what is best for the community in the short term and/or the field in the long term.

This is just another reflection of the tragedy of the radiology commons that plagues all sectors of healthcare:

Those individual choices are logical. The “right” move having downstream effects doesn’t make it a bad choice, especially if the negative consequences are hypothetical or only occur if others pile on (and even then over a long time horizon); that’s why it’s called a tragedy: it’s mostly reasonable people doing reasonable things. Whether those individuals will find that their new opportunities are worth it—or live up to the anticipation—is, of course, unknowable.

Assuredly, sometimes they do. The radiology gig economy is growing precisely because there are a lot of people optimizing for compensation-per-effort and/or flexibility, and some are clearly very satisfied.

But, sometimes, the reality doesn’t quite live up to the expectation. Certainly, some groups that sold to RP over the past decade have regretted the decision. And I see no reason to assume that trends toward commodified pay-per-widget work in a consolidated world will lead to maximum radiologist utility over a long-term time horizon.

Rates per RVU are awesome—but only when they’re high. In the long run, commodification doesn’t care how special you used to be.

The Failed Experiment of Low Expectations

09.11.25 // Medicine, Miscellany

From “The Perverse Consequences of the Easy A,” published last month in The Atlantic:

When everyone gets an A, an A starts to mean very little. The kind of student that gets admitted to Harvard (or any elite college) wants to compete. They’ve spent their lives clawing upward. Khurana, the former dean, observed that Harvard students want success to feel meaningful. Getting all A’s is necessary, but insufficient.

This has created what Claybaugh called a “shadow system of distinction.” Students now use extracurriculars to differentiate themselves from their peers.

I also cared more about extracurriculars than classes when I was in college, and I graduated back in 2008. Part of it was that the classes were often not all that great and the other stuff was fun, but—

The parallels to pass/fail Step 1 and pass/fail medical schools are obvious. I don’t work with enough students to know if the proposed psychological benefits entirely failed to materialize—certainly the world is complicated and students are wrestling with broader societal trends, the Covid aftermath, social media despair, etc—but the impact on CV buffing is undeniable.

Medical school hasn’t changed all that much over the past century, but it seems like the recent drift in the status quo also isn’t really working?

But even at Harvard, change won’t be easy:

Now that they know that making college easier doesn’t reduce stress, Harvard administrators are attempting to rediscover a morsel of lost wisdom from the ancient past: School should be about academics. In March, the faculty amended the student handbook to emphasize the highly novel point that students should prioritize their schoolwork.

The Residency Selection Research Arms Race

09.08.25 // Medicine

Laws of unintended consequences combined with a crappy system, this can’t be the right way for people to spend their time collecting brownie points:

(chart via NRMP’s Charting Outcomes)

(I apparently shared a similar but different chart a couple of years ago as well.)

The prevailing belief is that in the era of pass/fail Step 1, students need to compete on research to stand out. I think that is probably not quite the reality, as we still have a measurable Step 2. I think we’re really seeing is not the need to stand out because of P/F Step 1 but rather the combination of relatively increased available time and greater uncertainty:

Time & Pressure:

With the pressure of Step 1 removed for strong students (who are in no danger of failing), pass/fail Step 1 has enabled many students to spend more time generally polishing their applications. This has been compounded by pass/fail curricula more broadly. Learning enough to pass simply doesn’t take the same amount of time as aiming for a perfect score.

Research is typically felt to be “more important” than other extracurriculars and it’s easy to quantify, but people are also certainly also checking boxes for volunteer opportunities and clubs. Everyone seems to have been 1 of 4 co-presidents of their local Magical Interest Group.

Schools went pass/fail for a variety of good reasons, but nature abhors a vacuum. It’s been filled with measurable trash.

Uncertainty:

We already had our longstanding competition due to the scarcity of “desirable” residency spots, but other unintended consequence of all these pass/fail components is that it delays knowing how competitive you really are for your desired field.

It used to be that you received a disappointing score on Step 1, and—before clerkships even started—you adjusted your dreams of dermatology.

Now that you can’t know if your Step 2 score will be competitive until you’ve already essentially entered application season. It makes intuitive sense to do everything else in your power to polish your potential turd if you want to maximize your chances for your desired specialty + location combination.

Step 2 is the new Step 1; it’s just harder to plan a career around.

So what?

Reasonableness at the n=1 level aside, I think this is a problem.

The research slop is largely meaningless. The work itself is mostly garbage, and people are wasting time, money, and resources filling the dregs of pay-to-publish journals. We’re also incentivizing volume over quality so that students are incentivized to pretend that random surveys and opinion pieces are research instead of spending real time doing real work that could have a meaningful impact on other people or actually develop valuable skills. Most work is read by no one except AI bots, and the last thing we need are the LLMs internalizing a bunch more fake research and observational BS.

Time is zero-sum. The question can therefore never just be: is there value? Despite the mockery and dismissal above, of course there is some value. The question has to be: is this the best use of limited resources to achieve the goals of graduating good doctors?

Building a true meritocracy with holistic application selection is an incredible challenge. Matching people to a limited prospective jobs based on both their desires and their aptitudes is truly hard, and the desperation to shine is just as reasonable here as high school students buffing their resumes for college admissions.

Easy Mitigation Steps

We can’t change the overall game, but we can adjust the rules to nudge the behaviors to our desired outcomes.

The NRMP needs to at least start reporting the median and not the mean. Even better, we should split application success into quartiles. Students currently see this data and are mislead, because long tail outliers are dragging the mean up. Many who are “below average” for their field aren’t actually below the median. Break these things down by quartile and maybe then we’ll see how “required” and impactful research really is in most fields.

We should probably also limit the ERAS length and separate posters/abstracts/presentations from publications. We need to limit the double-counting that distorts the averages and change the incentives to promote diving deep to do meaningful work.

The Great Filter

After posting that chart and out of curiosity, I did a 100% unscientific poll on Twitter with 71 responses:

 

So, I can’t pretend that the students are wrong to play the game. It just means even more that, as a field, we need to adjust our systems and incentives to drive our actual desired behavior and improve our actual observable outcomes.

Of course, how widespread this type of filtering really is and the actual impact for different specialities would make for a great research project.

“For many big life choices, we only learn what we need to know after we’ve done it, and we change ourselves in the process of doing it.” – LA Paul

// 09.04.25

Unskilling

09.03.25 // Medicine

Deskilling and automation bias will be big problems with useful AI, but what do you call it when someone never has to develop skills in the first place?

Unskilling?

(Apparently, a at least one new paper describes it as “never-skilling”)

My son’s middle school has a detailed AI usage policy. It’s hard to believe medical training doesn’t require some thought on how to ensure robust, resilient skill acquisition.

Radiology Jobs

09.01.25 // Radiology

I believe in the importance of thriving independent private practices for the field of radiology. True private practice—where doctors control the organization, are responsible to their peers and patients, and earn the full fruits of their labor—is the benchmark that sets the market and provides the anchor against exploitation from unscrupulous employers.

My group, like most groups in this market, is hiring. Here are several more 100%-independent radiologist-owned private practices across the US that are recruiting. If you’re in the market for a new position, consider reaching out with your CV. (Click the triangles for more information.)

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Radiology and Imaging Specialists

(Central Florida: Lakeland/Winter Haven, SW Orlando, Bradenton)

Independent and long-standing group covering a diverse mix of financially sound hospital partners, outpatient imaging centers, an ASC/OBL, clinics, and a multi-specialty group. 50+ radiologists and 10+ midlevel providers. In-house and experienced IT, Credentialing, HR, and Admin team including dedicated Radiology Liaison support 24/7/365.

Recruiting for Body, Breast, Cardiac, Neuro, IR, and General.

Partnership Track:

  • 1-year track for diagnostic radiologists, 2-year track for interventional radiologists
  • 10 weeks of vacation
  • Sign-on bonus for diagnostic radiologists
  • Call compensation for interventional radiologists
  • Internal moonlighting available but not required
  • Full benefits including CME allocation

Employee or Contractor:

  • Flexible scheduling: Hospital (ED/IP) or outpatient coverage options available
  • Fully remote, hybrid, or on-site depending on location(s) and coverage schedule desired
  • Competitive compensation models (including benefits if employed/full-time)

Learn more at http://risimaging.com.
Contact: Alice Varnadore, Executive Assistant at avarnadore@risimaging.com

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South Texas Radiology Group

(San Antonio, Texas)

STRG is a well-established, expanding, independent subspecialty practice of 70+ radiologists serving 15 hospitals, multiple freestanding ED facilities, and a large outpatient imaging practice (STRIC). Both onsite and remote positions are available.

STRG is a forward-thinking practice with a strong and cohesive culture. Multiple AI projects are in place and in progress to improve efficiency and quality. Internal moonlighting opportunities are available.

Shareholder Track:

  • Flexible associate period as short as 18-months.
  • Leads to full partnership with board of directors membership.
  • Equity ownership within a large expanding outpatient imaging practice (STRIC)
  • Competitive salary with up to $800K starting salary for experienced applicants. Up to $600K starting salary for inexperienced applicants.
  • Excellent benefits package
  • Onsite and work-from-home options for daily work and call
  • Hiring across all specialties, with a current emphasis on Body Imaging and Cardiothoracic/Body

Emergency Radiology Track:

  • 1 week on/1 week off (7/7) and 1 week on/2 weeks off (7/14) positions available
  • Competitive salary with excellent benefits package available.
  • Fully remote and onsite options available.

Employee Mammography Position (Onsite):

  • Competitive base salary with excellent benefits package
  • No call. No nights or weekends.
  • Remote opportunities available for general radiology or body imaging work if interested.

Employee Position – All Subspecialties (Onsite, Hybrid, or Remote ):

  • Competitive base salary with excellent benefits package
  • 5.5 weekends (day shift) per year. No evening or overnight call.

Learn more at https://stric.com/.
Contact: Waynea Finley at wfinley@strg-pa.com

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Radiology of Huntsville

(Huntsville, Alabama)

ROH is 60+ physician, high volume, private practice with a 2-year partnership track and nominal buy-in. Hiring for a remote partnership-eligible overnight position as well as onsite/remote openings in most subspecialites. Huntsville is a tremendously livable, high-tech, and growing mid-sized city (a #1 Best Place to Live in the U.S. by U.S. News and World Report).

Remote Overnight Shareholder/Partner and Limited Shareholder Offers
  • Shareholder/Partner Offer (remote):
    • 1 week on followed by 2 weeks off + 36 additional 2nd shifts annually for full Shareholder status.
    • Average Shareholder compensation of $1MM.
    • Additional internal “moonlighting” paid per RVU. Legitimate seven-figure position with immediate economic parity with existing Shareholders.
  • Alternative Coverage / Compensation Options: (remote)
    • 1 week on / 1 week off for $1.1MM total compensation
    • 1 week on followed by 2 weeks off for $700,000 total compensation
  • Shift Details:
    • 10PM – 7AM Central Time
    • 2 radiologist overnight team with additional triple coverage until midnight and after 6AM
    • RVU Benchmark expectation of 115 wRVUs
Onsite and Remote, Daytime and Second Shift opportunities
  • Abdominal / Body
  • Emergency
  • General Radiology
  • MSK
  • Neuroradiology
  • Nuclear Medicine
  • Pediatric
  • Light Interventional

Learn more at www.radiologyofhuntsville.com.
Contact: Brandy McCown at bmccown@radhunt.com or call 256.713.0621.

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Iowa Radiology

(Des Moines, Iowa)

34-radiologist subspecialized collegial private practice with long-term stability providing coverage to 30 locations across Central and North Central Iowa. Ownership of several outpatient imaging locations yields distributions from technical fees, and Des Moines is one of the fastest-growing areas in the country with a low cost of living, excellent schools, and low taxes.

Partnership track:

  • 2-year partnership track with 12 weeks vacation
  • On-site daytime coverage; hybrid night and weekend call coverage
  • Greatest needs: Breast, Neuro, General. All subspecialties considered for the right candidate.

Employee track:

  • Fully remote, hybrid, or on-site options
  • Excellent salary and benefits package, including up to 10 weeks of vacation depending on role/shift
  • Immediate Need: 3rd Shift Radiologist
    • Nine-hour shift, 7 on/14 off, 100% teleradiology
    • 90-120 cases/shift; ~40 of those CT
    • Base compensation $450,000 w/ additional compensation opportunities
      • Additional comp consideration based on subspecialty (for example, can final read neuro cases)
      • Moonlighting available
      • RVU productivity incentives
    • Full benefits package including 401k, health/dental/vision, pension, life insurance, etc. ($83k benefit value annually)
    • Malpractice and tail paid
  • Other Available positions: General, Breast, Flex Shift, Overnight
    • Overnight shift is 10p-8a CST, 7 on/14 off, 100% teleradiology with average 90-120 total cases per shift
    • Evening shift is 4p-12a CST, alternating weeks M-F only (26 weeks and no holidays/weekends)

Learn more at http://www.iowaradiology.com
Contact: recruit@iowarad.com

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Mecklenburg Radiology Associates

(Charlotte, North Carolina)

Established in 1917 and fiercely independent, MRA is a well-respected subspecialized practice of 60 radiologists and growing. They especially take pride in their group culture (seriously, there are some really nice people in that group including one of my old senior residents).

Partnership track:

  • 3-year partnership track with 8 weeks of vacation per year
    $400K starting salary and an additional $75K sign-on bonus ($125K with 2+ years of experience)
  • On-site daytime hospital and imaging center coverage. Hybrid evening and weekend call coverage, including the option to read from home.
  • Available positions: Breast, Body, Cardiovascular, Neuro, Light IR, MSK, Nuclear Medicine, and General

Employee track:

  • Fully remote, hybrid, or on-site options
  • Competitive salary
  • Available positions: MSK, General, Overnight ER, Swing Shift ER, Neuro, Body, and Cardiovascular

Learn more at www.meckrad.com/recruitment.
Contact: Charlene Eichinger at ceichinger@meckrad.com

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Midwest Radiology

(Minneapolis – St. Paul, Minnesota)

Large 175+ subspecialized practice with 17 weeks of vacation. Two-year shareholder track for new graduates and a one-year track with experience.

Positions (On-site):

Body (100% Body) – Regions Hospital
  • Mix of shifts worked on-site
  • Mixture of hospital, outpatient, and remote
  • Interpret MRI, CT, U/S, and radiographs
  • After-hours coverage provided internally by the emergency radiology section
  • No neuro or MSK
Body/Mammo – Western Wisconsin
  • 45-minute drive from the Twin Cities.
  • No overnights, evenings, or weekends required.
  • Interpreting CT, US, body MRI, plain film and mammography studies.
  • Onsite procedures include general fluoroscopy, minor ultrasound, paracentesis, and thoracentesis.
  • No neuro or MSK.
General Body/Mammo
  • Regional hospital sites north and west of the Minneapolis/St. Paul area.
  • Interpreting CT, US, body MRI, plain film and mammography studies.
  • Onsite procedures include general fluoroscopy, minor ultrasound, paracentesis and thoracentesis.
  • No neuro or MSK.
Pediatric Radiologist (100% Peds if desired)
  • General pediatric imaging including fluoroscopy, CT and ultrasound.
  • Experience in MR is optional.
  • Hospital-based.
  • 100% pediatrics if desired (may split time between pediatrics and an additional section).
Neuroradiologist (100% Neuro)
  • Daytime, on-site neuroradiologist.
  • All evenings and 95% of weekend call shifts are off-site.
  • Hybrid weekday (2-3 remote daytime shifts/week).
  • Onsite procedures include lumbar punctures, myelograms, and swallow studies.
  • Functional MRI a plus but not required.
  • Subspecialty CAQ required.
  • No body or MSK.

Positions (Remote):

Daytime Body
  • Fellowship-trained 100% body position
  • Fully remote, daytime, Monday through Friday position with no evenings, weekends, or nights required.
Overnight Body/MSK (Partnership)
  • 1 year to shareholder for experienced radiologists, shareholders work 121 shifts per year (17.3 weeks)
  • Shifts are 10pm to 7am
  • At least two years post-fellowship experience required
  • Multiple other overnight radiologists (Body, MSK, and Neuro) will be working the same shifts allowing for collaboration.
  • 24/7 IT, transcription/editing, and clerical/QA staff assistance.

Learn more at www.midwestradiology.com.
Contact: Barry.Lindo@MidwestRadiology.com

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RAPA

(Central Arkansas [Little Rock, Conway, Searcy, and Pine Bluff] & Northwest Arkansas)

40+ radiologists covering 20+ sites (hospitals + clinics) with a multi-subspecialty mix of inpatient, outpatient, and ED imaging.

  • Robust reading room assistants and IT presence to promote peak efficiency
  • Unified Clario reading list, Inteleviewer PACS, Powerscribe dictation (no switching stations or PACS to read other sites)
  • RadAI automated impressions to improve efficiency.

Partnership track – Central Arkansas (Little Rock, Conway, Searcy, and Pine Bluff) and Northwest Arkansas:

  • 1 year to partnership
  • 10 weeks vacation + 1/2 day off per week on average for partners
  • Highly competitive compensation combined with low cost of living
  • Internal moonlighting options to boost income
  • Robust CME allowance, signing and moving bonuses, full benefits
  • Many work-from-home shift options
  • Minimal after-hours requirements – overnight shifts are fully staffed with telerads

100% Remote Nighthawk, partnership track:

  • 7 on/14 off, 10 pm-7:45 am CST
  • 1 year to partnership
  • Competitive compensation, robust CME allowance, signing bonus, full benefits

100% Remote Neuro/General:

  • Daytime tele neuro/general radiology approximately 50/50 split.
  • Option for employed or partner track. Partner track includes call weekend shifts, approximately 1 in 5 weekends.

Employee track:

  • General radiology, mammography, and other options available
  • Fully remote, hybrid, or on-site options available
  • Flexible scheduling
  • Competitive salaries
  • Robust CME allowance, signing and moving bonuses, full benefits

Greatest needs are IR, mammography, body imaging, MSK, and nuclear medicine, but all subspecialties and general radiologists are welcome.

Learn more at http://rapaxray.com/
Contact: recruitment@rapaxray.com and Dr. Brandon Kelly at bkelly@rapaxray.com

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Eastern Radiologists

(Greenville & Coastal North Carolina)

Eastern Radiologists is a private practice in Eastern North Carolina that is physician-owned and operated and seeking to hire multiple radiologists due to growth and retirement. The well-established private practice serves a large geographic region through 14 area hospitals and several state-of-the-art imaging centers. Support is provided by nearly 70 subspecialty radiologists.

Currently seeking candidates with the following training:

  • Pediatric Imaging
  • Breast Imaging
  • Neuroradiology
  • Body Imaging
  • Nighthawk/Overnight
  • General Diagnostic Radiology
  • Vascular/Interventional

Details:

  • Positions are available in Greenville and other coastal communities in Eastern North Carolina.
  • Most are partnership track positions which include evening and weekend call responsibilities, but other employment options can be considered. Employment positions can be customized to fit desired schedule/income. Internal moonlighting is available for extra income.
  • Great benefits, competitive salary including profit sharing and bonus, generous vacation and paid family leave, and business/educational discretionary account.
  • Sign-on bonus

Learn more at https://www.easternrad.com.
Contact: Erica Askew at easkew@easternrad.com

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Reno Radiological Associates

(Reno, Nevada)

Serving Northern Nevada since 1947, RRA is a strong, highly subspecialized, democratic, extremely collegial, high-earning group of 25 radiologists working in perhaps the best city in the country for raising a family and enjoying unparalleled access to natural beauty, endless outdoor activities (perhaps the best ski-city in the US), and incredible weather (jokingly referred to as “the cheapest city in California” for its proximity to Lake Tahoe (<30 min), Napa Valley, national parks, and more without the super high cost of living and no state income tax).

Shareholder Track (onsite):

  • 1 year to 75% partner, 2 years to 100%
  • Top 90+% comp nationally, maximally generous benefits
  • 8/9/10+ weeks of vacation
  • Remote shifts + opportunities for extra income, $100 buy-in

Employee Track (remote or onsite):

  • High comp, Maximally generous benefits, opportunities for extra income
  • Flexible fully remote options (11a-8p, 8p-3a, or 3a-11a PST)

Independent Contractor (remote or onsite):

  • Flexible shift options (as above), high compensation

Learn more at http://www.renorad.com/
Contact: CEO Anthony Dispenziere at adispenziere@renorad.com

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Vantage Radiology & Diagnostic Services

(Near Seattle, Washington)

~35 subspecialized radiologists practicing near Seattle and enjoying a quality lifestyle focused on work-life balance, located minutes from urban amenities, and with easy access to abundant outdoor activities in the natural beauty of the Pacific Northwest. We’ve provided professional services for two hospitals since 1970 and are co-owners of their affiliated imaging centers.

  • Competitive salary ($370-570k) with a signing bonus for a 4-day work week and 8 weeks of vacation.
  • Benefits include a CME allowance, memberships to professional societies, profit-sharing, malpractice and disability insurance, 401K contributions, and a commitment to associate mentorship.
  • All partners and partner-track associates share in general call responsibilities (many from a practice-provided remote home workstation). Overnight call is covered by our internal nighthawk team.

Openings:

Breast:
  • Approximately 75% breast imaging and 25% general radiology.
  • Qualified candidates must be skilled in all breast imaging studies and procedures including screening and diagnostic mammography, ultrasound, MRI, and needle/Savi Scout localization and biopsy.
  • Participation in weekly breast tumor conference.
  • No IR requirements
Neuroradiology:
  • Full-time or 3/4-time partnership-track hybrid position
  • Neuroradiology daytime shifts. Typical general ER/inpatient evening and weekend call shifts from home.
  • No breast or IR requirements

Learn more at https://www.vrads.com/
Contact: recruiting@vrads.com

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Radiology Consultants of Little Rock

(Little Rock, Arkansas)

Founded in 1961, RCLR is a 25+ radiologist, subspecialized, independent private practice serving the largest healthcare system in Arkansas as well as the largest urology group in the state.

Early Evening/Swing Position:

  • Fully remote
  • 7 on/7 off but with the perk of being excused from 6 weekends per year
    • Excused from holidays that may fall on your scheduled week but share in overall holiday coverage evenly with the rest of the partnership
  • 8-hour shifts, 12 – 8 PM central time
    • Ideal for radiologists in the Pacific time zone
  • ~80 RVUs/shift average
  • All modalities excluding breast and PET, NM is minimal
  • Starting salary of $575K for experienced candidates
  • 1-year track to full partnership
  • Competitive partner salary
  • Internal moonlighting optional
  • Benefits: 401(k), health/dental/vision, life and disability insurance
  • Single IT stack

Learn more at https://www.radconlr.com
Contact: Terrie Threlkeld at terrie.threlkeld@radconlr.com

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Grand Traverse Radiologists

(Traverse City, Michigan)

Established in 1938, GTR is a 100% physician-owned and operated private practice in a four-season resort town on the bays of Lake Michigan.

  • High compensation and 12 weeks vacation
  • Post-call weekend days off
  • Internal moonlighting available
  • Positions/partnerships are on-site, but multiple shifts can be done from home.
  • Collegial and youthful group with an average age under 40. All partners are equal.
  • Hiring for growth. Lists are caught up!

Needs: Body, Breast, ER/General, and IR

Learn more at https://www.grandtraverseradiologists.com
Contact: Dr. Anthony Livorine at alivorine@gtradiologists.com

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Inland Imaging

(Washington, Oregon, Montana)

Inland Imaging is a 120+ radiologist-owned private practice proudly serving multiple outpatient, clinic, and hospital sites throughout the Inland Northwest region. We own and operate one of the first outpatient interventional labs in the West in addition to 7 outpatient imaging centers.

Our practice:

  • Sub-specialty interpretations available across all locations.
  • All studies are accessible on a common PACS system, one common voice recognition system, and one common worklist
  • Internal Nighthawk System providing final interpretations on all ER, STAT, and Inpatient Exams. 24/7 Neuroradiology Coverage and IR Call Coverage.
  • 2-year Partnership Track.
  • Full-Time Radiologist Average Time Off = 15 weeks with the ability to decrease or increase total time off.
  • Average after-hours obligations = 9 weekends per year and 22 evening/swing Shifts.
  • Salary Range – $450,000 – $600,000
  • Full Benefit Package including health, life, vision, dental, disability, and life.
  • 401k match, profit-sharing contribution, and cash balance plan.
  • Hybrid Work Options

Current Openings:

  • Remote overnight ER
  • Neuroradiology (choice of Spokane, Seattle, Walla Walla, Tri-Cities, or Missoula)
  • Washington
    • Tri-Cities (with $75k signing bonus)
      • Breast
      • Neuro
      • MSK
    • Spokane – Pediatrics
    • Moses Lake – General/Breast (with $90k signing bonus, $20k relocation benefit, and annual retention bonus)
    • Colville – General/Breast
  • Montana
    • Missoula – IR
  • Oregon
    • Pendleton – General/Breast

More information about these positions can be found on our Independent Radiology listing.

Learn more at https://inlandimaging.com/careers
Contact: Sarah Russell, CEO at srussell@inlandimaging.com

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If you’re a group looking to advertise, get in touch. The monthly post here is limited to just a handful of groups at a time, but last year, I launched Independent Radiology as a resource for the broader community, a dedicated private practice radiology job board featuring 150+ groups. If you’re in the market, please also check it out for your job-hunting needs.

Associate vs Partner Pay

08.25.25 // Radiology

A previous reader question:

What do you think is a fair compensation ratio for pre-partner to partner pay? It seems like a lot of jobs offer a 50 to 100 percent pay bump. Is there a threshold that should be a red flag?

I don’t think there is a red flag number.

These numbers mostly reflect supply and demand (and in some cases the impact of technical fees from center ownership after a buy-in).

Part of what will feel acceptable will depend on how long the track is. So if a group has a one-year track, you can tolerate a pretty big differential, but if they have a 5-year one, that might be unconscionable. If someone has a seven-year track, I probably wouldn’t want a big differential—that’s a long time to be paid less. (Given the number of unknowns over almost a decade, I  also think it would be very hard to know if you’re working toward a healthy return on that sweaty equity over such a long period).

Part of it will also depend on how high partner pay is. If a group has truly incredible contracts or an amazing real estate portfolio, it may make sense to accept a large temporary differential to enjoy potential massive returns on that time over the long term.

So I don’t think there’s a set number for it. I think it’s more a matter, unfortunately, of the holistic view.

The reality is that if you look at private practices over the past five years, everyone has shortened their track and bumped associate pay. I think most practices, especially in competitive areas, are largely doing what they can to balance recruiting desirability and providing perks to partnership.

Especially when hiring fresh graduates, it’s also not uncommon for a practice to lose money on its new hires for a while until they get up to speed. The reality is: the practice is often investing in you upfront. Partners also take risks that associates don’t, so there have to be some benefits to being a partner.

So again to summarize: it’s all supply and demand. These are businesses, and fairness is in the eye of the beholder. Years ago, when the job market was tight, we had long tracks and big differences. We are in a different era. Tracks and pay are what they have to be to recruit, and the better the offer relative to a partner, the more desperate the need to recruit or the more challenging the competition for recruitment is. The increasingly nationwide market for teleradiologists isn’t finished having its ripple effects.

So I am entirely unwilling to say there’s a rule of thumb here. Everything is local, but even then, sometimes things are good on paper because they have to be to be competitive in the market, which might mean they’re not competitive in some other way that’s harder to measure.

There are few shortcuts to evaluating jobs, few true red flags, and no ways to entirely de-risk the big decision of where to work.