We’re excited to introduce you to the always interesting and insightful Ben Kasle. We hope you’ll enjoy our conversation with Ben below.

Ben, appreciate you joining us today. Alright, so you had your idea and then what happened? Can you walk us through the story of how you went from just an idea to executing on the idea

I kept running into the same issue in the practices I worked with. Doctors were great at delivering care, but were not business guys. They struggled with expenses, vendors, payroll, and the overall financial picture, and that created burnout fast. After acquiring a few clinics where the doctor was overwhelmed, I saw that the only way to fix things was to take over the CFO and controllership roles myself. That became the idea for the financial management company with my brother.

The first steps were digging into their cash flow, profit and loss, and balance sheet, and breaking everything down into simple terms they could understand. Most providers had never seen those numbers used the right way. I built spreadsheets showing what they made, what they spent, and where growth or cuts needed to happen. That gave me a framework for handling their finances and stabilizing the practice.

Once those systems were in place, the doctor could go back to treating patients, and I took care of the business structure. That shift turned the idea into something real. I stepped into the gap, handled the financial side, and the practices became profitable again while the providers got their freedom back.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

I work as the president of Elite Pain Doctors in Ohio and Indiana. Our focus is a non-opioid approach to pain management and giving patients a middle ground between pills and surgery. Instead of one profession offering one solution, we bring together a chiropractor, a nurse practitioner, and an MD to build a care plan that fits the patient. I talk to people a lot about life, because most of them stop noticing how much they have given up. The goal is less pain and more life.

I also run Elite Medical Financial Management with my brother. Many doctors want to treat patients but end up buried in staffing, operations, and financial issues they were never trained for. I step in so they can be providers again while I handle the business side and manage by financials to make the practice profitable.

What sets my work apart is that I’m solving real problems on both sides. Patients feel like they’ve tried everything, and providers feel like the business has taken over their purpose. Whether it’s reducing medication dependency, helping someone find the next right step before surgery, or rebuilding a clinic behind the scenes, my goal is to give people back what they lost.

How do you keep your team’s morale high?

Most of the bottlenecks in a clinic come from operations and HR. Providers aren’t trained on how to manage staff or set up structure, and without that, profitability and morale both drop. Clear systems, standards, and protocols give the team direction and remove a lot of the confusion that drags a practice down.

Acknowledging your team matters just as much. Fun events, spotlights on employees, and being intentional about recognition go a long way. Those things keep people engaged and make them feel valued instead of overlooked.

When the provider stops trying to handle everything and lets the right people run the business side, the whole atmosphere changes. The doctor can focus on care, the team knows what they’re doing, and the environment becomes a lot healthier for everyone.

Can you talk to us about your experience with buying businesses?

I’ve acquired five practices, and each one had a doctor who was burnt out from trying to run the business while still treating patients. They were great providers who had gotten buried by the financial and operational responsibilities that came with owning a practice.

When I bought those clinics, I took over the financial side immediately. I went through their cash flow, profit and loss, and balance sheet, and rebuilt the structure so they could function again. Most of them didn’t know what those numbers meant, so I created simple breakdowns that showed exactly where things were going wrong and what needed to change.

The acquisition process was really about giving the provider their purpose back. Once the business load was taken off their shoulders, they became better doctors again. The practice became profitable, and the level of care improved because the doctor could focus on what they were trained to do.

Contact Info:

• Website: https://www.elitedoctor.com/
• Linkedin: https://www.linkedin.com/in/benjamin-kasle-09786550/