The interview below is part of a new series from McGuireWoods that features interviews with C-suite leadership of private equity-backed portfolio companies. To recommend a leader for a future
interview, email Holly Buckley at
Q: What do you believe is the most significant current challenge to
growing your business and what will be necessary to overcome it?
The orthopedics space backed by private equity is in its infancy. We were
one of the first major orthopedic platforms in partnership with Revelstoke
I think the biggest challenge to growing our business is education, more
specifically, education for the physicians and administrative leadership of
potential partner orthopedic groups, regionally and nationally, to better
understand the model we're developing and how it differs from previous
consolidation efforts back in the 1990s.
Q: What plans do you have to further grow your business and what will
be necessary to achieve this growth?
We want to become a regional and potentially national orthopedic management
services organization. We want to take our skill sets and knowledge, as
well as the skill sets and knowledge of other partner groups that we
consolidate with, to help drive our three key differentiators: quality,
access and value. We want to provide high-quality orthopedic care that is
readily available to any patient, such as by offering extended and weekend
hours, for a cost-effective rate.
That's our ultimate goal. We believe there are a lot of other independent
and current hospital-employed doctors in our region and around the country
who are looking for the administrative support necessary to maintain their
independence and clinical autonomy.
Q: What is your best tip for recruiting physician talent?
It's all about putting the physician in the driver's seat. We need to have
a physician-led and -driven consolidation effort to make this work. We must
allow physicians to run their clinical practices the way they have run them
for years, without the interference of overreaching administration like
myself. They need to be motivated, engaged and incentivized to run an
efficient and busy practice.
Our recruitment strategy is to give physicians the platform required to do
just that and have all the back-office, administrative and contracting work
done for them. This will allow these physicians to focus on the patient and
run the effective clinical practice they want rather than being told what
to do by either a hospital partner or market forces that are out of their
Q: What characteristics do you look for in administrative leaders
within your organization?
Orthopedics is a very fast-paced environment. It's constantly changing.
When we're looking at administrative leaders, we are looking for people who
understand that what they are doing today might not be what they are doing
tomorrow. They need that flexible and driven mindset that allows them to
pick up new initiatives and push them toward implementation. We need
leaders who are able to act quickly and enact positive change for the
Q: What do you think is the key to retaining your talent?
It's all about empowerment — empowering them to lead the organization to
the best of their ability following a well-communicated, companywide
About Andy Blankemeyer
Andy Blankemeyer is the chief executive officer
of Beacon Orthopaedics and Sports Medicine. Prior to becoming CEO in 2016,
he served in multiple roles for the organization, including chief operating
officer for seven years. In 2019, Blankemeyer became the CEO of a new
orthopedic management services organization, formed by Beacon and
Revelstoke Capital Partners.
Blankemeyer is a graduate of the Xavier University, having earned a
master's degree in healthcare administration. He serves on the executive
board for the Andy and JJ Dalton Foundation, the data governance committee
at the Health Collaborative and the payer contracting and financial
operations committee for TriHealth's PHO. He is also a member of the Xavier
HSA advisory board.
To contact Andy Blankemeyer, email firstname.lastname@example.org.