IRP

Per-visit contracting looks like the cheaper option because the cost is fully variable. The comparison changes once you count what you spend per contractor before they see a single patient.

Most guidance on building a clinician pool assumes you have a talent acquisition function to build it with. Plenty of digital health companies running real visit volume have no recruiter at all.

A clinician pool runs on a trade. The clinician gives you availability. You give them certainty. Getting that exchange right is most of what separates a pool that holds together from one that dissolves.

Most explanations of internal resource pools are written for hospitals with thousands of beds. If you run a virtual care company with forty people, almost none of it applies. Here is the version that does.

Almost every clinician pool that ends up the wrong size was built on a forecast of headcount rather than demand. Headcount is the output. Demand is the input, and most companies have never modelled it.

Pool sizing advice written for hospitals starts with bed count and census. Neither exists in virtual care. The number that actually drives pool size is the gap between your peak hour and your baseline hour.