AESTHETIC / CREATED BY DR. LAURA PURDY, MD, MBA

For non-physician-owned wellness clinics

Ownership is the context. Governance is the standard.

For med spas, IV hydration, wellness and longevity, and weight-management clinics that need explicit clinical authority, delegation, oversight, and operational boundaries.

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The risk

When ownership and clinical authority are separate, assumptions about decision rights and supervision can become patient and business risk.

Here’s the standard

Document the roles, preserve clinical independence, define delegation and oversight, and coordinate the legal structure with qualified counsel.

The operating tension

Clinical care and business growth require different authorities—and one coherent system.

Who makes clinical decisions
Who employs and manages the team
Who controls services, protocols, and quality
How medical director oversight works
How fees, contracts, and operating relationships are structured
When a question must move from operations to counsel

The controls

Governance must be explicit and operationalized.

Decision rights

Name clinical, management, financial, and quality authority without blurring the boundaries.

Delegation

Define role, risk, supervision, escalation, and documentation.

Medical directorship

Build real availability, review, corrective action, and accountability.

Audit trail

Create evidence that governance is functioning—not merely contracted.

Scope

Built across modern wellness models.

Med spas
IV hydration businesses
Wellness and longevity clinics
Weight-management clinics
Hybrid and multi-service models
MSO-supported groups

Built by a physician-operator

Built from experience on both sides of the business.

Every Aesthetic framework reflects Dr. Purdy's experience carrying clinical responsibility while building and leading healthcare operations.

The Aesthetic operating standard

The policy is only one part of the operating system.

The clinic also needs a decision owner, a working process, evidence that the process was followed, and a regular review date.

Name the risk

When ownership and clinical authority are separate, assumptions about decision rights and supervision can become patient and business risk.

Set the standard

Document the roles, preserve clinical independence, define delegation and oversight, and coordinate the legal structure with qualified counsel.

Assign the owner

Name who decides, who performs, who supervises, who reviews, and who receives the escalation.

Build the workflow

Place the standard inside intake, scheduling, documentation, consent, training, handoffs, and daily operations.

Keep the evidence

Retain the record that shows the decision, delegation, review, exception, and corrective action actually occurred.

Review the system

Set a re-audit date, track drift, update the standard, and close the loop with the team carrying the work.

The audit trail

The record should tell the story.

A reviewer should be able to see which standard applied, who made the decision, what happened next, and whether the issue was closed.

Decision rights

The system must answer:

Who has authority?
What is the minimum?
What stops the workflow?
Where does the question escalate?

Evidence

The record must show:

Which standard applied
Who completed and reviewed the work
How an exception was handled
When the system will be reviewed again

Created by Dr. Laura Purdy, MD, MBA

Clinical responsibility belongs inside the business model.

Dr. Purdy built Aesthetic so founders can address the clinical and operating work together, with qualified questions, defined roles, and support through implementation.

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Ready to take a closer look at the clinic?

Tell us what is happening now, and we will help you identify the appropriate place to begin.

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