I made the mistake of procrastinating on something more meaningful by reading a variety of random commenters on issues related to radiology. One type of flawed thinking stuck out: the all-or-nothing fallacy.

For example, as it pertains to artificial intelligence, the argument often goes, “AI will never replace a human in doing what I can do, and therefore I can ignore it.” Or, “I put a radiology screenshot into a general-purpose LLM and it was wrong,” or “our current commercially available pixel-based AI is wrong a lot,” and therefore, “I can ignore the entire industry indefinitely based on the current commercially available products.”

Leave aside the potentially short-sighted disregard for this growing sector because of its obvious and glaring current shortcomings. Even the current state of the art can have an impact without actually replacing a human being in a high-level, high-training, high-stakes cognitive task.

For instance, let’s say the current radiologist market is short a few thousand radiologists–roughly 10% of the workforce. Basic math says we could:

• Hire 10% more human beings to fill the gap (difficult in the short term)
• Reduce the overall workload by 10% (highly unlikely)
• Increase efficiency by 10%

The reality is, it doesn’t take that much magic to make radiologists 10–20% more efficient, even with just streamlining non-interpretive, non-pixel-based tasks. If only enterprise software just sucked less…

We don’t need to reach the point of pre-dictated draft reports for that to happen. There’s plenty of low-hanging fruit. Rapid efficiency gains can come from relatively small improvements, such as:

• Better dictation and information transfer. When dictation software is able to transcribe your verbal shorthand easily (like a good resident), radiology is a whole different world.
• Real summaries of patient histories.
• Automated contrast dose reporting in reports.
• Summaries of prior reports and follow-up issues (e.g., “no change” reports where previous findings are reframed in the customizable style and depth).
• Automated transfer of measurements from PACS into reports with series/image numbers.
• Automated pre-filling of certain report styles (e.g., ultrasound or DEXA) based on OCR of handwritten or otherwise untransferable PDFs scanned into DICOM.

These tasks, as currently performed by expensive radiologists, do not require high-level training but instead demand tedious effort. Addressing them would reduce inefficiency and alleviate a substantial contribution to the tedium and frustration of the job.

Anyone who thinks these growing capabilities–while not all here yet, nor evenly distributed as they arrive–can’t in aggregate have an impact on the job market is mistaken. And if AI isn’t implemented quickly enough to prevent the continued expansion of imaging interpretation by non-physician providers, the radiology job market will be forced to contend with a combination of both factors, potentially leading to even more drastic consequences.

When you extrapolate a line or curve based on just two data points, you have no real idea where you started, where you’re headed, or where you’re going to end up. Just because you can draw a slope doesn’t make the line of best fit meaningfully reflect reality or extrapolate to a correct conclusion.

Don’t fall prey to simple black and white thinking.

What is quality care, and how do you define it?

I suspect for most people that quality is like pornography in the classic Supreme Court sense—you know it when you see it. But quality is almost assuredly not viewed that way when zoomed out to look at care delivery in a broad, collective sense. Instead, it’s often reduced to meeting a handful of predetermined outcome or compliance metrics, like pneumonia readmission rates or those markers of a job-well-done as defined in the MIPS program.

The reality is that authoritative, top-down central planning in something as variable and complicated as healthcare is extremely challenging, even if well-intentioned. As Goodhart’s law says, “When a measure becomes a target, it ceases to be a good measure.”

In the real world, I would argue a quality radiology report is one that is accurate in its interpretation and clear in its communication. But without universal peer review, double reading, or an AI overlord monitoring everyone’s output, there is no way to actually assess real quality at scale. You can’t even tell from the report if someone is correct in what they’re saying without looking at the pictures. Even “objectively” assessing whether they are clear or helpful in just their written communication requires either a human reviewer or AI to grade language and organization by some sort of mutually agreed-on rubric. It’s simply not feasible without a significant change to how healthcare is practiced.

And so, we resort to proxy metrics—like whether the appropriate follow-up recommendation for a handful of incidental findings was made. The irony, of course, is that many of these quality metrics are a combination of consensus guidelines and healthcare gamesmanship developed by non-impartial participants with no proof they reflect or are even associated with meaningful quality at all.

We should all want the quality of radiology reporting to improve, both in accuracy and in clarity. Many of these problems have been intractable because potential solutions are not scalable with current tools and current manpower—which is why soon you’ll be hearing about AI for everything, because AI solves the scaling problem, and even imperfect tools over the coming years will rapidly eclipse our current methods like cursory peer review.

Everyone would rather have automated incidental finding tracking than what most of us are still using for MIPS compliance. Right now, it’s still easy to get dinged and lose real money because you or your colleagues omitted some BS footer bloat about the source of your follow-up recommendations for pulmonary nodules too often. Increased quality without increased effort is hard to complain about.

But even just imagine you have a cheap LLM-derived tool that catches sidedness errors (e.g. right abnormality in the findings and left in the impression) or missing clarity words like forgetting the word “No” in the impression (or, hey, even just the phrase “correlate clinically”). This already exists: it’s trivial, requires zero pixel-based AI, (and—I know—is rapidly becoming table stakes for updated dictation software), but widespread adoption would likely have a more meaningful impact on real report quality than most of the box checking we do currently. A company could easily create a wrapper for one of several current commercial products and sell it tomorrow for those of us stuck on legacy systems. It might even be purchased and run by third parties (hospitals, payors, Covera Health, whatever) to decide which groups have “better” radiologists.

But now, take it that one step further. We’ve all gotten phone calls from clinicians asking us to translate a colleague’s confusing report. Would a bad “clarity score” get some radiologists to start dictating comprehensible reports?

It’s not hard to leap from an obviously good idea (catching dictation slips) to more dramatic oversight (official grammar police).

Changes to information processing and development costs mean the gap between notion and execution is narrowing. As scalable solutions proliferate, the question then becomes: who will be the radiology quality police, and who is going to pay for it?

As we discussed in The Necessity of Internal Moonlighting, you can regularly need some extra manpower to maintain turnaround times or mitigate misery without the need for a full additional FTE shift on the schedule (or, alternatively, where you do need some real shiftwork but don’t want to press people into service without additional reward).

Take this recent article about “Surge” staffing in radiology as described in Radiology Business:

On-service radiologists utilize Microsoft Teams to contact available nonscheduled rads during periods of heavy demand. Team members who are available then can log on remotely and restore the worklist to a “more manageable length,” logging their surge times in the scheduling system in five-minute increments. Compensation is based on the duration of the surge and time of day when it occurs.

Just-in-time overflow help is an important use case of internal moonlighting, and doing this with less friction is exactly what LnQ is trying to facilitate and streamline.

Firstly, it should almost go without saying, but: you can do this.

I’d also like to acknowledge that nothing below is particularly noteworthy or novel advice. The Core Exam is like the other high-stakes multiple choice exams you’ve taken except for the fact that it has more pictures.

And, of course, the question of how to pass the Core Exam after a failure is mostly the same as asking how to pass it in the first place. Before we get further, I published a series of articles grouped here as a “Guide to the Core Exam” that lays out a lot of helpful information. There are some out-of-date passages about failing because physics and in-person details, but the core information is unchanged.

Acknowledge Luck

As you no doubt noticed during your first attempt(s), the questions on the ABR exams are somewhat arbitrary in what they include, so part of your performance is luck of the draw. While the difficulty is curated, the specific content breakdown is not a perfect cross section of possible topics. You can have the same diagnosis multiple times but then zero questions on broad swaths of important material. How your knowledge gaps line up can make a big difference.

Your performance on a given day is a product of your variable skill (energy, focus, attention, etc) and the exact exam you get. All things being equal, that means that a borderline failure is also truly a near pass.

Dissect Your Performance

Look at the two breakdowns: organ (breast, cardiovascular, GI, GU, MSK, neuro, peds, and thoracic) and modality (CT, IR, MR, Nucs, radiography, US, NIS, and Physics). Find if you have outliers, and plan to shore up those shortfalls with extra dedicated targeted review.

At the same time, do not neglect your strengths entirely. Backsliding is counterproductive.

The nature of spaced repetition is that you need more reps more frequently for new knowledge and problem areas and fewer reps spaced further apart for your strengths—but you still need reps across the board.

Further Reading: Learning & The Transfer Problem

Review Your Study Methods

What exactly was your study method and plan for your initial attempt(s)?

There are a couple of maladaptive tendencies common amongst medical students that can persist into residency:

1. The tendency to graze across too many resources. Focus on fewer things and learn them deeply.
2. The tendency to spend too much time passively reading (and especially re-reading) books like Crack the Core at the expense of doing lots of high-quality questions. We are radiologists, and the majority of the exam is image identification: you need to look at lots and lots of pictures.

When it comes to doing practice questions, you also need zoom out and look for trends:

More than just stronger/weaker subspecialty performance, are there any themes to why you get questions wrong? Is there a time component? Is it that you often don’t see the finding in the picture? That you simply don’t know the diagnosis? Or that you’re being fooled by differential considerations and need to focus on key features that distinguish between plausible alternatives? Is it a confidence issue and you’re overthinking it, getting spooked by questions that seem too easy? If you change answers, are you more likely to change from wrong to right or right to wrong? (I think most people overthink it and change for the worse).

If there’s a pattern, it can be the key to unlocking performance.

Further Reading: Dealing with Test Anxiety and Demoralization

Questions/Cases > Reading >> Re-reading

First: Horses > Zebras.

In general, the biggest bang for your buck is still going to be common diagnoses (including weird looks of common things) and normal variants over esoterica. Rare things arise most when they are absolute Aunt Minnies that you can tell at a glance (hence the need for lots of image-based questions).

On a related note, if you never saw them, the ancient free official ABR practice test from 2014 is available on the Wayback machine here.

Also worth mentioning: NIS is a bunch of random material. Many people can read the manual a copy of times and get the job done here, but the reality is that these need to mostly be easy points. If you don’t retain pseudoscientific business jargon naturally, then don’t shirk the review here. The NIS App, for example, is well-reviewed, but there is also an Anki deck as well.

Spaced Repetition

You can use the ACR DXIT/in-service Anki deck for a large number of good free questions. You could also use one of the massive Core Radiology decks. But for the second round of studying after a failure, making quick cards of every question you guess or get wrong from whatever source you’re using with your phone’s camera or with screenshots and incorporating that into repeated longitudinal review may be the highest yield.

In Windows, for example, Windows+Shift+S opens up a quick adjustable screenshot reticle that will copy that portion of your screen to the clipboard.

On Mac, the adjustable screenshot shortcut is Shift+Command+4, which automatically saves to desktop. To save to your clipboard, add Control, so Ctrl+Shift+Command+4.

The Reality

Passing is almost certainly a matter of doing more, high-quality reps while not over-focusing on weaknesses such that you backslide on your relative strengths. The Core Exam is arbitrary enough that some of your high and low-performance areas may not be as meaningful as you think, so you need to continue broad reps in addition to the extra targeted review.

Once you can emotionally recover from the setback and just get back to it, it’s going to work out.

Further Reading: Focused Nonchalance

One thing our recent discussions of the nationwide shortage of radiologists didn’t include (in addition to a solution) is how the shortage has impacted the culture of radiology:

Pulse and a License

One of the concerning features of the current staffing shortage is the desperation with which many universities/hospitals/groups are recruiting new talent. When the market is tight and groups are well-staffed, groups get to be picky about cultural fit. Groups prioritizing compensation or efficiency can recruit fast radiologists or those with a broad skillset and flexible attitude. Groups that prioritize quality, academic productivity, or relationship-building can at least attempt to select for proxy features. Groups can grow in ways that align with their culture and mission.

But when there is far too much work to do and not enough people to do it, priorities shift to things like having a pulse and an active medical license, hopefully without board complaints or a felony record.

In Jim Collins’ Good to Great, there is a whole chapter dedicated to hiring. He argues that the key to creating a great business is not the mission or values, a charismatic leader, technology, or a clever strategic plan. The key foundation on which all other components rest is having the right people.

Sabotaging culture to generate revenues or get the work done may feel like a necessary choice in the short term (it also may be unavoidable when the alternative is operational insolvency), but it also has long-term consequences. Culture isn’t something you speak to; it is something that arises organically from good people doing things they believe in. As Collins says, “The best people don’t need to be managed.”

Fast Readers vs Practice Builders

One of the ways that cultural breakdowns manifest in radiology practices is the conflict between fast readers and practice builders (or, in academics: gold-star earners vs worker bees). Obviously, there are efficient radiologists who can do everything well, churning out an incredible volume of high-quality reports, and there are lazy people who do a bad job producing a relative molehill. Real life is a continuum, but the fake dichotomy is helpful for discussion.

I’m not even going to pretend that one is good or bad. The reality is that each of us is on a continuous spectrum as opposed to a caricature at the ends of the curve. The problem is that both extremes are real approaches and that good people in each camp become frustrated when the culture of the group does not align with their personal preferences. I see this discussed online all the time. Fast readers bemoan the freeloaders who are being paid the same or a similar amount for “less work.” But practices also rely on good citizens to get the important but non-remunerative work done. As an organization scales—and many groups have grown significantly over the past decade—reconciling these competing visions for an ideal radiology practice can seem impossible.

From a practice competition standpoint, it’s easy for a group to fall into a no man’s land where the compensation plan doesn’t reward speed enough for the high-productivity readers to be happy or rewards speed too much for the less “productive” members who get bogged down in the most complex cases, want more time to produce helpfully detailed reports, speak to clinicians, answer technologist questions, or teach residents. This can be compounded to disastrous effect by the cherry-picking that ravages some practices utilizing a productivity model, especially those that do not enforce list hygiene through automatic case assignment or customized internal work units to balance case desirability. If you log into a list and it’s full of plain films, thyroid ultrasounds, and chest CTs, you are logging into an environment where this hasn’t been figured out yet.

We touched on this previously in quality, speed, and “productivity”—and I didn’t have a magic bullet in that discussion either. These are real problems, and if there was a universal easy solution, everyone would be doing it. My feeling, as concluded in that brief article, is that the table stakes in the future are to automate case assignment ± customized internal RVUs to better account for effort ± account for “work” RVUs for nonbillable tasks (but bean counting every single thing you do has its own very real negative consequences). The quality/speed tradeoff is inherent to radiology work, but a productivity model that doesn’t take some variation of this into account is too ripe for cheating and gamesmanship.

Culture isn’t Optional; It’s Organic

My argument with the first two sections of this post is that compromising on hiring and being passive with internal work divisions and the productivity question are a one-two punch. I increasingly believe that places that don’t figure this out become revolving doors. At that point, recruitment is purely mercenary based on measurables. There are people who are willing to work that way, but long term, I don’t believe that leads to satisfaction or stability.

Culture happens whether we want it to or not, and creating a job that people enjoy and are loyal to doesn’t happen by accident. We are in a period of increased volatility in the radiology workforce regardless of what a practice does, but any job can become more stable if it feels like a meaningful career.

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 (including a partnership-eligible remote swing position). 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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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):

Positions (Remote):

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

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Radiology Associates of Ocala

(Ocala, Florida)

A growing Central Florida private practice, rare for the region, with 70+ radiologists looking for an on-site general radiologist.

• Practice owns multiple imaging centers, generating technical fees and rental income for partners.
• New business ventures of software development and a separate Telerad company.
• Optional internal moonlighting available. Nights are covered by dedicated internal nighthawks.
• Option to rotate/vacation in the US Virgin Islands at a practice-owned timeshare at the St. Thomas Ritz.

Remote Partnership:

• 1-year track, professional-fee exclusive, 226 shifts with 10 weeks vacation and 8 weekends, $500-700k+

On-site Partnership:

• 3-year track, no partnership tiers, additional income from technical fee billing, management revenue, and real estate. Nominal buy-in and equal call/PTO/scheduling for pre-partner and partners. 14+ weeks vacation (~185 shifts/yr), $800k-1mm+

Learn more at https://raocala.com.
Contact: Dr. Vivek Kalra at Vivek.Kalra@raocala.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: General, Overnight ER, Swing Shift ER

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

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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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
• 10 weeks of vacation
• Sign-on bonus
• 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

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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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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Hudson Valley Radiologists

(Poughkeepsie, New York)

A congenial team of 25 sub-specialized radiologists in New York’s scenic Hudson Valley that understands the importance of work-life balance. Since the 1970s, HVR has been respected in the community and known for its entrepreneurial spirit and excellence in patient care, currently providing services to five local hospitals and multiple outpatient imaging centers.

Learn more at https://www.hvrads.com/
Contact: Dr. Evan Kurz at esk@hvrads.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
  • Hamilton – General/Breast
• 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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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: 3^rd 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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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 August I launched Independent Radiology as a resource for the broader community, a dedicated private practice radiology job board with 130 groups so far. If you’re in the market, please also check it out for your job-hunting needs.