OUR FOUNDERS
John M. Geesbreght, M.D.,M.S.,FACEP
Chief Executive Officer

  • Emergency Department Medical Director - Harris Methodist Fort Worth Hospital (1974 - present)
  • Past President, Texas College of Emergency Physicians
  • 32 years experience in the field of Emergency Medicine
  • Winner USA Today/RIT Quality Cup for Customer Service & Process Improvement
A. Compton Broders, III, M.D., M.M.M., FACEP
Chief Operating Officer

  • Chief of Emergency Medicine Department, Presbyterian Hospital of Dallas (1980 - 2005)
  • Vice Chief of Emergency Services (2005 - Present)
  • Chairman of Physician Leadership Council, Texas Health Resources (2003 - 2005)
  • Past Medical Staff President, Presbyterian Hospital of Dallas
  • Past President, Texas College of Emergency Physicians
  • Masters of Medical Management
  • 31 years experience in the field of Emergency Medicine
  • Clinical Professor Emergency Medicine, Southwestern Medical School

James S. Cox, M.D., FAAFP, FACEP
Chief Administrative Officer

  • Associate Medical Director-Harris Methodist Fort Worth Hospital (1995-2006)
  • Past Secretary of the Medical Staff-Harris Methodist Fort Worth Hospital
  • Past Chief of Staff-Lakeland Medical Center -Chairman of the Harris Methodist Fort Worth Medical Foundation
  • Board of Directors-Tarrant County Medical Society -Delegate-Texas Medical Association
  • 24 years experience in the field of Emergency Medicine
OUR MISSION
To support physicians and physician staffing of hospital emergency departments and outpatient clinics with a special emphasis on process improvement.

OUR VISION
To provide optimal physician support services in northern Texas.

OUR VALUES
  • The needs of the individual patient are best met by a physician who is independent in his judgment and acts in the best interest of that particular patient.
  • A good clinical process supports the functioning of the independent physician and is not contrary to the ideas of coordinated care.
  • The key to superior service is a system that is responsive to patient needs as defined by the patients and professionals.
  • The ingredients of ambulatory process improvement are complete team member involvement and institutional commitment.
  • To bring about process improvement and process redesign at our contract facilities using past actual experiences.
  • Improve the efficiency, effectiveness, and professional longevity of physicians by minimizing the stress and burden of the nonclinical aspects of practice.
  • Optimal support for physicians and hospitals by providing scheduling, coding/billing/collecting, and recruiting/retention services.
  • Responsiveness to our patients and associated physician contractors and hospitals.
  • Respectful treatment for patients, physicians and hospital personnel.
  • Resourcefulness is more important than resources.
  • Embrace sound fiscal policies.
  • Have fun on the job - life is too short.