Your calling.
Your practice.
Your terms.

That depends on your employment agreement, available time, insurance coverage, and applicable rules. Begin with an independent healthcare attorney’s review of outside-work, confidentiality, and solicitation restrictions. A remote practice is not a way around those obligations.

A defined relationship and service package: for example, scheduled consultations, care coordination, and access within published hours. Specify inclusions, exclusions, fees, and response expectations in the membership agreement. The supplemental model here preserves the patient’s existing insurance and primary-care relationship.

Not necessarily. Direct primary care generally provides primary care through membership without billing insurance for those services. Concierge arrangements vary. This site emphasizes exploring a supplemental, remote membership; the appropriate structure depends on the actual services and your circumstances.

Start with a clearly defined audience and a specific reason to join. Develop educational content and a focused outreach plan, review it with appropriate counsel, and test demand on a limited budget. Track inquiries, enrollment, acquisition cost, and retention. Patient growth is not guaranteed.

Your patient agreement and care procedures must answer that before enrollment. Decide who covers absences, how urgent needs are directed to appropriate care, and what response times you can maintain. A membership should never imply emergency or round-the-clock access unless that service actually exists.

Each engagement is scoped individually. Start by discussing your goals and the help you need; requested services, deliverables, fees, and responsibilities should be confirmed in writing before you commit. There is no standard package price published here.