Law Office of Scott Weavil

scott weavil

Representing Physicians and Physician Groups

Your practice. Working for you.

You've worked hard to get here. If you're a practicing physician in private or academic medicine, you've built a practice and a reputation that you're proud of. If you're a medical officer transitioning from the military to private practice, you've worked hard in service of your country and want to make sure you avoid missteps as you move to a profit-focused environment. If you're finishing training and about to start your career as an attending, you've survived and excelled during medical school, residency, and maybe even a fellowship. You've left nothing to chance getting to where you are today. Your business arrangements should be no exception, whether it’s an employment agreement, a practice buy-in, the purchase of a practice, or your group’s service agreement with a healthcare facility.

Just as your patients need you for expert care, you need an experienced advisor that can protect your interests. Agreements for physician business transactions aren’t like a standardized apartment lease or mobile phone contract; they’re not just a formality. They are highly negotiated documents that establish the terms of your practice. Entering into a business transaction or employment relationship without a grasp of the key terms and their implications isn’t a good idea. 

Being represented by an experienced lawyer isn't about being pushy or contentious. It's about being smart. It’s about having a set of legal eyes looking at things.  It’s about establishing a dialogue. It’s about asking questions and finding common ground. The other side uses an attorney for its contract, and you should, too. It’s the sensible thing to do. 

My approach.

Through working with physicians over the years and through friends and family (including my wife) who are physicians, I have a good sense of how contract terms influence physicians' day-to-day practices, lives, and compensation. I’m not here to fix grammar and other inconsequential errors in the deal documents with no real insight into what the terms mean for your practice; I’m here to make sure you don’t get stuck reading films off-hours as a radiologist or doing q2 call as an OB without your consent and extra pay. I’m focused on the things that matter to you.


Based in California, I represent physicians and physician groups throughout the United States. My practice focuses exclusively on representing physicians and physician groups in business transactions. Whether you’re an orthopedic surgeon moving to productivity or a radiology group renegotiating your contract with a hospital, I’m dedicated to making your practice work for you.


☎ Contact
(650) 308-8187 (call or text)



Making your practice work for you.

My Practice


I understand the potential pitfalls physicians and groups face. Many (if not most) of the issues aren't strictly legal in nature: They arise from the day-to-day realities of practice. You need an attorney who understands more than just the contract. You need an attorney who understands your practice and what it’s like to be a physician today. I’m not here to fix grammar and other inconsequential errors in the deal documents with no real insight into what the terms mean for your practice; I’m here to make sure you don’t get stuck reading films off-hours as a radiologist or doing q2 call as an OB without your consent and extra pay. I’m focused on the things that matter to you.


Healthcare in the United States is in a state of flux. More doctors than ever before find themselves employed by hospitals and groups rather than as owners or equity partners in a practice.  With this shift, compensation models and expectations have changed; so, too, have most doctors' relationships with their practices. The physician employment agreement defines that relationship, determining whether you work for the practice or the practice works for you.  I take pride in clearly explaining your employment agreement and negotiating it so that it works for you. 

Practice Buy-Ins, Purchases & SALES

Becoming an equity owner in a practice is an accomplishment that you should be proud of; it brings both rewards (financial and otherwise) and potential risks. Whether you’re going to be the group’s 30th “partner,” signing the same purchase and stockholders agreements as the other partners, or you’re in the process of negotiating a tailored transaction where you become the only other equity holder with a view to purchasing the practice upon the founding partner’s retirement, I’m here to help with services geared towards your unique situation. Similarly, if you’re purchasing a practice outright or selling your practice, I’m here to move the transaction forward and protect your interests.


Renegotiating an existing service agreement with a healthcare facility can be tricky. Physicians and the hospital have invested enormous time, money, and energy in the relationship. Still, certain points often need to be reassessed and tweaked to make the relationship work better going forward. Negotiating a contract with a new facility often raises similar issues, but in a different context: Expansion offers opportunity for increased profits and visibility for the group, but also raises concerns about over-extension and administrative headaches. In either situation, I’m focused on finding common ground and getting an agreement in place that fits your strategic plan.


If you’re opening a practice in a new state, purchasing an existing practice through an asset purchase, or buying into a practice through a partnership, you may need to form a new practice entity. While the steps in preparing the constitutive documents, making the requisite filings, and handling other formation matters aren’t overly complex for a single-owner entity, I’m happy to take care of them so you can spend your time growing your practice. And if you have multiple owners, you definitely want an attorney experienced in arranging the control and economic relationships among co-owners. I’m here to help you get it right so that there’s a framework in place that helps eliminate problems down the line.


With a straightforward, flat-fee structure, you’ll know exactly what I charge for the help you want, whether it's full-service or more limited assistance. I invoice electronically and accept checks, debit and credit cards - whatever method works best for you. 

Client List

The following clients are illustrative of those represented:

  • Acupuncture and Wellness Practice in California (service agreement negotiations with health system)

  • Anesthesiologist in California (independent contractor agreement negotiations with private practice)

  • Anesthesiologist in Michigan (employment contract negotiations with private practice)

  • Anesthesiologist in Washington (employment contract negotiations with private practice; privileges resignation negotiations)

  • Cardiothoracic Surgery Group in Florida (employment agreement drafting for hire of first non-partner physician)

  • Colorectal Surgeon in Kentucky (employment contract negotiations with private practice)

  • Colorectal Surgeon in Nevada (employment contract negotiations with private practice)

  • Emergency Medicine Physician in California (employment contract negotiations with private practice)

  • Family Practice Physician in California (employment agreement negotiations with combined academic and private practice)

  • Family Practice Physician in Florida (employment agreement drafting in anticipation of purchasing practice)

  • Urgent Care Physician in Florida (employment contract negotiations with private practice)

  • Family Practice Physician in Tennessee (employment contract negotiations with private practice where physician responsible for practice overhead and losses)

  • Family Practice Physician in New York (employment termination counselling)

  • Family Practice Physician in Indiana (employment termination counselling)

  • Gastroenterologist in California (hospital support agreement negotiations for establishment of private practice)

  • General Surgeon in New Mexico (employment contract negotiations with private practice)

  • General Surgeon in Tennessee (hospital recruitment agreement and employment termination counselling)

  • Hematology-Oncology Physician in California (employment contract negotiations with private practice)

  • Infectious Disease Physician in Pennsylvania (employment contract negotiations with private practice)

  • Interventional Cardiology Practice in Arizona and California (counsel and entity formation for transitioning to a multi-state practice)

  • Interventional Radiologist in New Jersey (employment and partnership contract negotiations with private practice)

  • Interventional Radiologist in Pennsylvania (employment contract negotiations with health system)

  • Management Services Organization (MSO) and Practice Consultancy in Nevada (general counsel)

  • Musculoskeletal Radiologist in New York (employment and partnership contract negotiations with private practice)

  • Neuroradiologist in Pennsylvania (employment contract negotiations with health system)

  • Obstetrician/Gynecologist in California (employment contract renegotiations subsequent to client inadvertently renewing contract on prior terms)

  • Obstetrician/Gynecologist in California (employment contract negotiations with combined academic and private practice)

  • Obstetrician/Gynecologist in California (employment contract renegotiations with private practice)

  • Obstetrician/Gynecologist in Florida (employment contract renegotiations with private practice; physician recruitment agreement negotiations with hospital system)

  • Obstetrician/Gynecologist in Utah (employment agreement negotiations with health system)

  • Obstetrician/Gynecologist in Washington (employment contract negotiations with private practice)

  • Oral Surgeon in California (practice acquisition via asset and partnership interest purchase)

  • Orthopedic Surgeon in California (employment contract renegotiations with private practice)

  • Orthopedic Surgeon in New York and New Jersey (employment contract negotiations with private practice)

  • Pediatric Cardiologist in California (employment contract negotiations with private practice)

  • Pediatrician in Virginia (employment contract renegotiations with hospital-owned group)

  • Podiatry Practice in California (practice entity formation and purchase acquisition via asset purchase)

  • Psychiatrist in Alaska (employment contract negotiations with private practice)

  • Psychiatrist in California (employment contract negotiations for telepsychiatry practice with private practice)

  • Psychiatrist in California (partnership dissociation negotiations and establishment of new practice)

  • Psychiatrist in Massachusetts (counsel in connection with administrative role change)

  • Psychiatrist in Utah (employment contract negotiations with health system)

  • Pulmonology and Intensive Care Group in California (group negotiations with umbrella private practice)

  • Radiologist in New York (employment contract renegotiations with private practice)

  • Radiologist in Pennsylvania (employment agreement negotiations with health system)

  • Urologist in New York (employment contract negotiations with private practice)

  • Urologist in Virginia (employment contract negotiations with private practice)

  • Urologist in South Dakota (employment agreement negotiations with health system)

Read what clients are saying about me here.


Ask yourself, would you be protected in the following situation? My friend Emily* wasn't.

Emily knew she didn’t want to go to work anymore. It wasn't the patients; she'd do anything for them. But the partners who hired her were another story. As the alarm blares after another busy call night, just thinking about the partners lecturing her again about her low productivity when they force her to take all the bad cases makes Emily sick to her stomach. Literally nauseated.

Two and half years ago, things were looking bright. Emily had recently married, and she and her husband, John, were in a U-Haul, heading from Manhattan to her first "real job" back home in Indiana. Residency was finally in the rearview, and she was beyond excited to be on the way to the respect (and paycheck!) of being an attending. Everything was falling into place.

It was great being back home outside of Indianapolis. The new house she and John bought was great. It actually had a back yard! Emily was excited and relieved that all the time she spent getting to this point was paying off. John was ecstatic. He loved his new engineering job in Indy, and their lifestyle reminded him of his suburban Long Island childhood. A year later, Emily knew she had made the right decision: A baby was on the way and being close to her mom and sister would be a godsend.  Things were perfect.

Sure, there was the commute into Indy, but it was short and the traffic usually wasn’t too bad. Plus, since John worked close to the hospital, they were usually able to ride in together. Emily didn’t get the best cases, but she was the new doctor, fresh out of training. Residency had toughened her, so she wasn't particularly concerned when the partners weren’t always friendly. She knew she'd have to pay her dues and prove herself. Things were good and were only going to get better.

That was a year ago. Now, as Emily cinches her scrub bottoms tight and gets ready to rush back to the hospital, she realizes that the little things that bothered her weren't trivial: They were warning signs. She's exhausted, mentally and physically. She came off her guarantee, and now the partners have her out of the OR and in the office assigned to cases that don't count much towards production. GYN surgery is what she loves about being a doctor. Being out of the OR is making her feel stale and underutilized. She's gone above and beyond to be a team player, working harder than ever and proving herself as a strong new physician. The current situation is unfulfilling and unsatisfying. It's frustrating.

Then there are the financial ramifications: Emily is on track to make 24% of what she did last year.  Thankfully, John's been promoted, and his increased pay helps fill the gap. Otherwise, how would they make the mortgage and student loan payments, not to mention pay for daycare?  Emily left residency envisioning a clear path for herself, and now she feels lost.  

The worst part is that even though she's working like crazy making nothing, the partners are getting more abusive and trying to milk her for more and more. Too late to do any good, Emily discovers the group burned through 4 new doctors in the 6 years before she joined the practice. No junior physician has been asked to join as a partner since the group was formed by the current partners, who all became friends during residency. She's definitely the outsider. And now when she applies to other jobs around Indy, Emily gets the feeling her current practice is blackballing her. It’s great being back home, but she's going to have to move to find another job …

This is her life: her profession, her family, her future. Is this what she's worked so hard for? Frustration and dissatisfaction? She feels used, hurt. It's not fair.

How does she keep this from happening at her next job? She feels powerless. She's done all the right things, everything she's supposed to do to be successful. How could this happen? How does she move forward?  How does she protect herself and her family?

*This situation is based on the experience of a friend, an OB/GYN. Names and other identifying details have been changed to protect her privacy, but the events happened as described. To get another job, the physician had to sell her home, her husband had to change jobs, and they had to relocate two hours away from friends and family. Her story is one of the reasons I started helping physicians. Read more about the events leading up Emily accepting the group's offer (under My Story)   


Client Feedback

Helping physicians like you. Nationwide.

What Clients Are Saying


We are VERY HIGHLY impressed with you…. I am so glad we hired you.

Scott is an incredible physician advocate and resource. He really understands the needs and vulnerabilities of physicians in today’s marketplace and, as someone who is married to a physician, he can truly empathize with us. While having a keen legal mind, Scott is also able to navigate negotiations tactfully, in a way that keeps your goodwill intact. I couldn’t recommend him more highly.
— Orthopedic Surgeon, California

I used [Scott’s] services to analyze a complicated and fairly convoluted contract I was under in order to give me the freedom to move in a different direction in my career. Under his calm, competent, and caring guidance I was able to understand what options I had as he patiently explained (more than a few times!) to me about what this complicated legal contract said (not a small feat!). Overall, I would highly recommend Scott Weavil for his astute skill in analyzing contracts and explaining them in non-legal terms even for the non-legal types out there, like me. He is simply the best.
Thanks, Scott!
— Psychiatrist, California

Scott was very knowledgeable and provided great insight and advice for someone negotiating their first contract. He also helped me negotiate a $50,000 signing bonus.
— Interventional Radiologist, Pennsylvania

As is the case with most non-lawyers, the thought of hiring a lawyer can be quite intimidating. For starters, we are concerned about cost, hidden fees and not receiving the best service for our money. None of these were concerns after I hired Scott. He was very clear and descriptive in what he could offer and delivered exceptional service.

He was very prompt, thorough and totally engaged from beginning to end. His knowledge of the industry was clearly apparent from the onset. And the flat rate fee was a huge plus!

Without any reservation, I would highly recommend Scott to any of my physician colleagues who are in need of a health care attorney.
— Family Medicine Physician, Florida

Thank you for all you’ve done. I was lost without you. Thanks again for all your help!!
— Anesthesiologist, California

[Scott] reassured on items in the contract that we found concerning, and pointed out several instances of items that put too much risk on me. In the end, Scott really helped me get >90% of the changes I needed in the contract. So very pleased I worked with him!
— Family Practice Physician, Tennessee

Scott has a wealth of experience managing physician contracts and his advisement was thorough and accurate. The communication every step of the way was prompt, timely and clear. I wholeheartedly would go through Scott again for any physician contract matter.
— Family Practice Physician, Wisconsin

The process of signing a contract is overwhelming, but Scott made it manageable. He was accessible, friendly, knowledgeable, and we genuinely trusted his judgment. He replied to my many emails and calls and was always happy to help. His insight was priceless and much appreciated. Above all, he answered our questions fully and made sure we truly understood the language of the contract. He was a pleasure to work with and I would highly recommend him to any medical professional considering signing a new contract.
— Urologist, New York

I had someone in my corner that was looking out for my best interests.
— OB/GYN, California

I appreciate how much time you took to help me understand the contract and become comfortable with the wording. I was able to feel confident during the negotiation and I am glad I understand everything in the contract that I signed.
— Pediatrician, Virginia

Thank you so much Scott! You are obviously very skilled and thorough. I recommended your services to my residency class!
— Neuroradiologist, Pennsylvania

I was really glad to have you go through everything with a fine-toothed comb and help me understand the contracts much better. I feel pretty good about everything. It was great to work with you!
— OB/GYN, Florida

You’re a godsend. Thank you so much!
— Dermatologist, Florida

The foregoing testimonials and endorsements do not constitute a guarantee, warranty, or prediction regarding the outcome of your legal matter.


Free Tools for Employment Agreements

Make an informed decison.

Evaluating & Negotiating Offers

There are a lot of things to consider when you're evaluating or negotiating an offer.  This free guidebook can help get you up to speed. 

Employment Agreement Terms

Here are some key contract terms to keep in mind (explanations for each and checklists can be found in the free guidebook):

Job Requirements
Start Date
Board Certification Timeline
Practice Location
Call Coverage

Base Salary
Bonus Structure / Performance Compensation
Signing Bonus / Relocation Expenses
Student Loan & Housing Assistance

Malpractice Insurance
Coverage Limits
Responsibility for Tail

Health Insurance
Disability and Life Insurance
Maternity / Paternity Policy
Vacation and Sick Days Policy
CME Expenses
Dues, Subscriptions, Licensing
Board Certification and Associated Expenses

Length of Initial Term
Termination For and Without Cause

Other Provisions
Non-Solicitation Covenant
Non-Competition Covenant
Dispute Resolution (e.g., arbitration)
Restrictions on Outside Activities
Restrictions on Where You Can Live
Required Notice Periods
Partnership Opportunity?

Other Important Considerations

Of course, there are other factors to consider, too.  The contract defines the bounds of the employment relationship, but oftentimes, other factors, including so-called "soft" factors or intangibles, really determine whether a practice will be rewarding and a good fit.  Here are some other important considerations to keep in mind (explanations for each and checklists can be found in the free guidebook):

Business Evaluation
Business and Finances
Practice Management
Business and Market Outlook

Practice Culture
Cordial interactions among physicians?
Physicians socialize outside of work?

Employer Reputation
Physicians currently employed by group are positive about group?
New physicians' ability to meet workload expectations?
Low physician turnover?
Physicians formerly employed by group are positive about group?

Physician Growth and Development
Dedication to helping new physicians grow and succeed?
Good mentoring and development of referral relationships?
Advertises new physicians?

Private Groups
How are cases assigned?
How are employee (staff) physicians treated compared to owner (partner) physicians?When did the practice make its last partner?How long did that person work in the practice before making partner?
How many physicians have been hired in the last 5-10 years, and where are they now?



Getting results.


Scott Weavil began his career as a mergers & acquisitions associate in New York at Skadden, Arps, Slate, Meagher & Flom LLP, before moving to Palo Alto and joining Wilson, Sonsini, Goodrich & Rosati PC.  His interest in representing physicians stems from watching his wife, an obstetrician, and her peers dealing with disadvantageous contract terms and their real, quality-of-life implications.

Scott opened his practice to provide physicians with top-quality representation focused on their unique needs by leveraging a deep understanding of the issues doctors face. Involved in physician employment agreement negotiations since 2012, Scott has hands-on experience with how employment agreement terms affect physicians' practices, compensation, job satisfaction, and quality of life. 

My Story

My cell phone rang.  In my office, I was finishing up for the evening. It was early June 2012, and I was tying up loose ends getting ready to leave my job as a mergers and acquisitions attorney in New York. My wife, Mandi, had matched with a fellowship program in California, and we were preparing to go west. We were excited for the change. Her friends from residency were also excited: Most were about to graduate and take their first jobs as attendings.  One of them, Emily,* was on the line.

When I answered, Emily excitedly told me about an offer she had from the perfect practice. It was back home in Indiana near her mom and sister. Although a private practice, it was affiliated with an academic hospital, so she’d have resident contact. It offered a great salary, and, overall, seemed liked the perfect fit. She wanted to know if I’d review the contract they had sent her. I told her that I wasn't an expert, but I’d be happy to take a look.

A few days later, an email from Emily popped up. It was the contract. In the email, Emily told me it was basically a done deal, but she wanted me to review it just in case.

I started reading. This was my first physician employment agreement. The contract started out innocuously enough. Eventually, I got to a clause saying that Emily could be terminated at any time for any or no reason.  Termination at will is fairly standard, so I kept reading after adding it to my notes for Emily. Then I got to something odd. The contract went on to provide that if the practice terminated her, even for no reason, Emily would have to reimburse the practice for all of her past compensation. In a worst case scenario, she could be terminated the day before the contract expired, and the practice would essentially have gotten her to work for free for three years!

That seemed unfair and exploitative, and I told Emily so.  It went way beyond an employer shading terms in its own interest. This seemed so bad, I told Emily she should consider not accepting the offer. In my mind, any group that would even attempt to get a physician to work for them on those terms probably wasn’t a practice she wanted to work for. But, I reiterated to Emily, I wasn't an expert.

Emily was excited about the offer, though, and, after negotiating a few changes – including eliminating the offending term – she signed the contract. Unfortunately, the dream job eventually turned into a nightmare, culminating in Emily making just 24% of her starting salary the first year she went off guarantee. I felt like I had let her down by not adequately stressing the importance of the contract enough, including the likely implication from some of the terms that this wasn’t going to be a good group to join. Read more about Emily's experience (under Are You Protected?)

While Emily was struggling to escape her first job, I was in California.  Mandi had finished her fellowship and had accepted an offer in Lake Tahoe.  We were ready! The lower cost of living, the mountain town atmosphere, the skiing and hiking – they were all positives.       

A big negative for me, though, was the obvious fact that there wouldn’t be much M&A work in our small new town. So, I knew I’d need to find something else to do. I ended up starting a company called BumpBar that made pregnancy nutrition bars. Our customers liked them and we even won a new business of the year award, but, despite those successes, it just didn’t look like I was ever going to get the sales for it to be a success.  Even though things weren’t going great for me with the business, Mandi was enjoying work and we were still happy about the move.

Occasionally, Emily’s travails would come up. I asked Mandi about how her other friends from residency were doing, expecting to find out that Emily’s experience was something of an outlier. I was surprised to hear that out of her OB/GYN residency class, one doctor had matched with a horrible fellowship, one worked for about two months before she stopped getting paychecks (the practice turned out to be bankrupt), and one was taking 75% of her group's call, including almost all the weekends and holidays. Add Emily to the mix, and the success rate wasn’t high for physicians in their first positions. Mandi mentioned that a practice helping physicians might be something for me to explore on the heels of winding down my business. There definitely was a need.

Still, the need didn’t really hit home until my wife’s contract came up for renegotiation. Her hospital had floated transitioning her to incentive-based compensation, but the lawyer she had used in the past didn’t really understand RVUs. So, I decided to learn all I could about physician compensation. With a better understanding of the system, we started gathering information. We learned that incentive-based compensation probably wasn’t right for Mandi.

That experience made the light bulb go off in my head. Physicians don’t just need a lawyer that understands contract terms. They need an advisor who understands their practice and their compensation – their lives. That’s when I decided to start a practice exclusively focused on helping physicians in employment negotiations.

As a physician, you’re there to give your patients the best possible outcome. The work doesn’t end with medical school and residency.  That’s only the beginning. You work extremely hard in the office, the clinic, the OR, and everywhere else your practice takes you. And that’s not even counting all the nights, weekends, and holidays you spend at the hospital on call.  As an attorney, I’m here to ensure you’re protected and that hard work is rewarded. You’ve earned it.

*This situation is based on the experience of a friend, an OB/GYN. Names and other identifying details have been changed to protect her privacy, but the events happened as described.

Education & Activities


J.D., 2007
Managing Editor, Vanderbilt Law Review

B.A., 2004

Work Experience

Law Clerk to the Hon. John W. Noble

Associate, Mergers & Acquisitions

Associate, Corporate


  • Member, American Health Lawyers Association

  • Commissioner, Tahoe Regional Planning Agency - Advisory Planning Commission

  • Founding Vice President & Board Member, Tahoe Coalition for the Homeless

  • Vice President & Board Member, Lake Tahoe Search & Rescue

  • Volunteer, Bread & Broth for Kids


• California
• New York 


Fee Information

Keeping things simple.


With a straightforward, flat-fee structure, you’ll know exactly what I charge for the help you want, whether it's full-service or more limited assistance.  I invoice electronically and accept checks, debit and credit cards - whatever method works best for you. 



Let's talk.

The terms of your employment contract are as important as your compensation. I'm here to help.

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