\* This was removed and there was a mod comment to repost with the ai-generated flare. It’s not AI generated, but alas. \*
There have been major overhauls in AirSculpt leadership after Yogi Jashnani joined as CEO. The corporate restructuring was desperately needed. The sales restructuring was desperately needed. The changes have been mostly positive.
There is a glaring problem. The operational side and clinical side of AirSculpt seem to function nearly independently of each other. How can that be possible for a company whose entire product is surgical? After the departure of Aaron Rollins, the founding physician, there was (allegedly) much excited speculation in management group chats that a serious clinical realignment would finally come. It never came.
The clinical side of AirSculpt is and always has been run by hand-selected companions of Rollins. The clinical leadership is uninspired, lacks innovation and drive and does not propel the company forward. There have been minimal changes for over a decade. When there is a clinical change affecting revenue, it was likely initiated by operations. The talent is simply not there. You would be hard pressed to find managers, sales consultants, even nurses and physicians who approve of the clinical leadership. There are glaring clinical issues that have been unaddressed for years that burn massive holes into the corporate wallet while also leaving food on the table in missed opportunities. I have had the joy of welcoming many young, eager and talented nurses with amazing ideas for company growth but unfortunately there is no outlet for their contributions or room for promotion.
It is widely discussed that clinical leads are unpopular and dealing with them can be like pulling teeth, in the same breath it’s widely discussed that nothing will change about that. I don’t know a single other practice manager who wouldn’t be able to share a negative story about the PA or nurses in charge, or the lack of clinical structure on a local level that pushes clinical tasks to non clinicians, while leaving the actual licensed staff at every location out of the loop. The current structure is significantly disordered and a hindrance to growth.
The operational changes at AirSculpt have put a a tall stilt on one leg of the company, while the clinical side remains flat footed, and they wonder why they are not able to walk further ahead. Until the same scrutiny and overhaul that was applied to operations trickles down to clinical leadership, the company will be handicapped in growth. It is like watching blockbuster management being left to govern half of Netflix.
So what does that mean for the operational half? Either they don’t see how their clinical component is dragging AirSculpt behind (hard to believe) or they are not bold enough to rock the boat.
At the time of me leaving my position, there was still no clinical overhaul in sight. My opinion is to hold off on $AIRS unless broad clinical changes are announced.
This entire post is purely opinion.