Today we’d like to introduce you to Melinda Kehres.
Hi Melinda , so excited to have you with us today. What can you tell us about your story?
I began my career working part-time in a small medical office while attending college and raising my son before he reached school age. At the time, my role was limited to collections, and the office itself was quiet, with little activity. But as I progressed through my studies—earning a Bachelor of Science and focusing on medicine—my circumstances began to shift. My son started school full-time, and I found myself with more time, growing curiosity, and a strong desire for more.
What started as simple curiosity quickly turned into something deeper. I became determined to understand every aspect of the business. Beyond collections, I began noticing inefficiencies—small gaps in operations that, if improved, could significantly impact both workflow and profitability. I’ve always had a natural ability to step back, observe, and envision how things could run more smoothly, more efficiently, and more successfully.
I began applying what I had learned in college, diving into areas like medical billing, coding, and patient compliance. When the office manager relocated, I saw an unexpected opportunity. Despite being relatively new, I stepped forward—nervous but confident—and offered to take on more responsibility. I still remember being told that the success of the office, financially and operationally, would now largely depend on me.
I embraced the challenge fully. I spent long days building awareness—walking in the summer heat in high heels, carrying marketing materials and even donuts, simply trying to make sure people knew we existed. Internally, I implemented numerous changes. Not all of them worked. There was trial and error, and there was pushback. I understood the risks—my ideas could have failed, potentially impacting the entire business—but I trusted my vision and stayed committed.
Within one year, patient volume had multiplied several times over. Within two years, I recognized a pattern: patients were traveling long distances to reach us. Instead of accepting that as normal, I saw it as an opportunity. If patients were coming from elsewhere, why not meet them where they were?
That realization led to the opening of Hazleton Orthopedics. Once again, I was entrusted with building something from the ground up. Once again, I felt the same mix of fear and determination. And once again, within a year, the new location surpassed the original office in volume.
Soon after, another opportunity emerged—this time in Harrisburg. Despite the initial hesitation of “not again,” we expanded once more. Today, the offices continue to grow and thrive. Some days are fast-paced and overwhelming, with more to do than hours in the day, but the momentum continues.
None of this success has been achieved alone. I deeply value my team and recognize that the vision could never have been realized without the right people to support and execute it. The same gratitude extends to my family, who have supported me through long days, late nights, and the occasional Saturday morning spent working instead of resting.
Today, I’ve expanded beyond internal operations and begun helping other businesses refine and grow their own systems. I approach each new venture with the same combination of fear, excitement, and confidence—knowing that whether the vision is my own or someone else’s, I have the ability to see its potential and help bring it to life.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
Each obstacle became a learning opportunity—shaping not only the business, but the leadership approach behind It
1. Stepping Into Leadership Without Experience
Taking over operational responsibility early on—while still being relatively new—came with pressure and self-doubt. There was no roadmap, and success or failure rested heavily on untested decisions.
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2. Earning Credibility With Staff
Implementing changes as a newer team member created natural resistance. Gaining trust, overcoming skepticism, and leading people who were used to doing things differently required persistence and confidence.
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3. Trial and Error in Process Changes
Not every idea worked. Some changes had to be adjusted or reversed, and learning what actually improved efficiency versus what disrupted workflow was an ongoing challenge.
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4. Fear of Failure and High Stakes
Every decision carried weight. There was a real risk that the changes could negatively impact the business, which created constant pressure to get things right.
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5. Building Patient Volume From the Ground Up
Growing a slow office into a thriving one required consistent effort—marketing, outreach, and visibility—often with little immediate return and a lot of physical and mental effort.
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6. Managing Rapid Growth
As patient volume increased significantly, maintaining quality of care, organization, and staff efficiency became more complex and demanding.
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7. Expanding Into New Locations
Opening new offices (like Hazleton and later Harrisburg) meant starting over in unfamiliar markets—without guarantees of success—while still managing existing operations.
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8. Balancing Leadership and Team Morale
Driving change while also supporting and valuing employees required a careful balance between high expectations and maintaining a positive work environment.
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9. Time Demands and Personal Sacrifice
Long hours, working weekends, and juggling professional responsibilities with family life required ongoing sacrifice and strong personal discipline.
10. Constant Pressure to Sustain Success
Once growth was achieved, the challenge shifted to maintaining it—ensuring systems stayed effective, teams stayed aligned,
Appreciate you sharing that. What else should we know about what you do?
I specialize in building and scaling medical practices through strategic operations, systems development, and growth execution. My focus is not simply on running a business, but on transforming it—identifying inefficiencies, restructuring workflows, and creating scalable models that drive both patient volume and profitability.
What I’m known for is my ability to see opportunity where others see limitation. I have a strong instinct for recognizing gaps in operations, untapped markets, and areas of missed revenue—and then executing on those insights with precision. I don’t approach growth passively; I build it intentionally, through calculated decisions, continuous refinement, and a willingness to take risks when others hesitate.
I’m most proud of the tangible results. I’ve taken underperforming operations and scaled them into high-volume, multi-location practices. I’ve led expansions into new markets that quickly outperformed original locations. But beyond growth metrics, I’m equally proud of the infrastructure behind it—the systems, processes, and teams that make that level of success sustainable.
What sets me apart is the combination of vision and execution at a high level. Many can identify problems, and many can manage day-to-day operations—but far fewer can consistently step back, see the bigger picture, and then bring that vision to life. I operate with both strategic foresight and hands-on involvement, ensuring that ideas don’t just remain concepts—they become results.
I also place a strong emphasis on people. Sustainable growth requires the right team, aligned with a clear vision and supported by strong leadership. I recognize that no level of expansion is possible without the individuals who help carry it forward.
At this stage, my work has evolved beyond internal operations. I’ve begun applying the same principles—strategy, structure, and scalable growth—to other businesses, helping them identify their own potential and execute on it. I approach every new opportunity with the same mindset: clarity, confidence, and a commitment to building something that not only succeeds, but continues to grow.
Growth isn’t accidental. It’s engineered through vision, discipline, and the willingness to execute when others hesitate.
