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Subject category: Entrepreneurship
Published by: Harvard Medical School, Center for Primary Care
Originally published in: 2017
Version: January 2017
Revision date: 21-Nov-2017

Abstract

This is part of a case series. This case focuses on Qliance Management Inc (Qliance), one of the pioneering Direct Primary Care (DPC) practices, and its CEO, Erika Bliss. The case chronicles the company's trajectory and success as well as the challenges it experienced due to Washington-state level changes in Medicaid funding and the Washington Health Benefit Exchange. These challenges nearly closed the practice doors and Bliss and Qliance President, Cheryl Kilodavis, were tasked with ensuring the practice's survival. Qliance not only offers readers an example of a DPC practice that catered to a Medicaid, low-income population, but also provokes readers to analyze Bliss' management buyout decision and to reflect on the role of primary care.
Location:
Industries:
Size:
65 employees

About

Abstract

This is part of a case series. This case focuses on Qliance Management Inc (Qliance), one of the pioneering Direct Primary Care (DPC) practices, and its CEO, Erika Bliss. The case chronicles the company's trajectory and success as well as the challenges it experienced due to Washington-state level changes in Medicaid funding and the Washington Health Benefit Exchange. These challenges nearly closed the practice doors and Bliss and Qliance President, Cheryl Kilodavis, were tasked with ensuring the practice's survival. Qliance not only offers readers an example of a DPC practice that catered to a Medicaid, low-income population, but also provokes readers to analyze Bliss' management buyout decision and to reflect on the role of primary care.

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Location:
Industries:
Size:
65 employees

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