For UK private medical consultants
You want to do more private work but you're not sure how much is safe to take on
The NHS-private balance is one of the most sensitive decisions a consultant makes. Get it wrong and you face contractual, reputational, and financial risk. Get it right and your income and autonomy can increase significantly.
Cost of Inaction
Enter your current private sessions per week, the extra you could safely take on and your average session value. The calculator shows the annual revenue a balanced NHS–private mix could add.
How it breaks down
- Annual value of safe additional sessions£110,400
Two minutes, no typing, and I read every one myself.
From Paul
Tell me where that £110,400 is coming from, and I'll come back with the three things to fix first.
A few quick questions, about two minutes, and no typing. I read every one myself and reply with the three things costing you most and where I'd start. If it's useful, we talk. If not, you've still got a clear picture.
No obligation, no sales call unless you ask for one, and nothing automated lands in your inbox.
Paul, Solvable
- Consultants feeling overwhelmed by administrative tasks related to private practice
- Reduced availability for NHS duties due to unmanaged private commitments
- Suboptimal private practice income due to inefficient scheduling or pricing strategies
- Stress and burnout from attempting to juggle conflicting demands without a clear strategy
- Inefficient scheduling and resource allocation in both NHS and private settings
- Increased administrative overhead for consultants and support staff
- Lost income potential from unoptimised private practice
- Penalties or reduced NHS income due to breaches of contract or underperformance
- Damage to a consultant's professional reputation if NHS commitments are perceived to be neglected
- Negative perception of private practice within the wider healthcare community
- The primary root causes stem from the complex interplay between NHS contractual obligations, the desire for increased income through private practice, and the lack of clear guidance or training for consultants on managing this balance.
- Behavioral factors include the fear of compromising NHS commitments or reputation, while systemic issues involve the differing financial models and regulatory frameworks of the public and private sectors.
- This often leads to uncertainty and suboptimal decision-making regarding time allocation and business development.
No verified UK data available
Source: https://journals.sagepub.com/doi/abs/10.1258/jrsm.2008.080004
How to fix it
A structured analysis of your current NHS contract, your private income potential, and the practical constraints on your time produces a clear picture of what is possible and what the optimal balance looks like for your situation.
Frequently asked questions
Why does this problem persist?
The NHS/private balance is one of the most common sources of anxiety for consultants considering or growing a private practice. The financial model, the contractual obligations, and the reputational considerations all need to be understood before making changes.
What is the cost of leaving it unaddressed?
The mean private income for consultants in England in 2003/4 was £34,144, representing a ratio of 0.26 to NHS income for full-time consultants (Morris et al., 2008)
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.