Rare is the occasion when business training intersects with medical education.
Absent in most medical curricula and nearly taboo in academic residency and fellowship training, understanding the operational aspects of nephrology is imperative in preparing young fellows for practice. Too often, budding nephrologists are ensnared in complicated contracts, beguiled by partner promises, or seduced by transient gains. Unaware and unprepared, young and enthusiastic nephrologists often learn the business as they go, eager to see patients but often without the means or knowledge of how to achieve that goal. This must change.
Throughout training, we have short-term goals. Although