In an interview with Focus:, James Gnefkow, president of Peachtree Planning, highlighted efforts to guide clients through the current economic landscape and the firm’s efforts to prepare the next generation of financial professionals. “Our mission is to empower people to create generational impact,” he said.

What have been some key milestones for the firm in the last year?

We have successfully completed our internal acquisition process. We are now laser-focused on where we are going as a firm over the long term. We have grown in a lot of different metrics, such as the number of clients that we serve and the number of financial professionals that we have. Our mission is to empower people to create generational impact. Also, we are evaluating new markets to expand into along the Southeast.

How are clients’ behaviors and decisions changing in the current economic landscape?

A big part of being an advisor focused on the entirety of a client’s financial life is to create a roadmap for success over the long term, and helping them contextualize short-term uncertainty and volatility. For the most part, our clients are well prepared from a planning standpoint and also from an emotional standpoint, where short-term fluctuations in the stock market are just one piece of a client’s financial strategy. As a result, short-term volatility is not overly concerning. We seek to educate as we create plans for our clients. The noise and uncertainty can create concerns and fears, so there is a lot of proactive outreach to clients letting them know that we are here to talk to them through anything and to keep them focused on the long term.

How have planning strategies for business owners evolved over time?

When we work with the closely owned business owner community, we help them see that there are professional services that can help them create a plan for their business transition. This is desperately needed. We continue to find that there is a lot of opportunity in that space. As we work with business owners, we help them specifically identify the levers they can pull that will increase the value of their businesses over time. We aim to bring more specificity to exactly what those value acceleration options are at their disposal. We do this through an assessment framework where we ask them specific questions about their business and their goals and really hone in on specific actions they can take to increase the value of their business over time. Through planning, clients can receive optionality. This creates multiple potential paths, which can expand and enhance the ability to exit their business on their terms, for example.

How do planning strategies align with clients’ personal values?

Everything we do is values-driven. We spend a lot of time with our clients upfront, focusing on their values. We walk clients through value clarification exercises, which are very enlightening. We help whittle down values and identify three to five core values. We are focused on what is important to our clients, and if, from an investing standpoint, a client has sustainability or other unique investment preferences, we can customize portfolios to meet those needs. We have highly customizable strategies, which are all values-driven. If you think about having financial goals, there are values that underlie our goals. As advisors, we work in a very intimate space, which is someone’s finances, and we help clients align their money with a meaningful life. We revisit these values annually, understanding that as people grow and their families evolve, their values may shift as well.

How is the firm supporting the growth of the next generation of financial professionals?

This continues to be one of our focuses: to build the bridge for the next generation. We find that people who have the desire to do meaningful and impactful work are drawn to this career. There are people who truly want to help other people. Depending on the level of the advisor, whether it’s someone new to the industry or a seasoned advisor, we have a robust advisor development program that is focused on helping people better serve clients. There is a lot that goes into it. We can help an advisor clarify their vision and what they would like to create over time. It is almost like planning for the planners. We tend to seek people who are growth-minded and service-oriented. We have many resources available to advisors. We are in the people business, so the more that we understand ourselves and the more we seek to understand others, that is where the magic happens.

How is technology helping reshape the financial services industry?

We are on the leading edge of integrating technology in our planning process. Our planning software is integrated at the client level. It is an app-based software, and having transparency is the key. Clients have access to everything, all of their accounts, and it is all app-based, so it is all at their fingertips. Advisors and the clients operate using the same platform, so this allows us to be on the same page at all times. The process of being organized brings a lot of empowerment to the client. Many times, as life moves forward, we tend to acquire a junk drawer of things financially related, so just simply being organized and putting it together in an app-based platform is key and allows us to do our planning on an ongoing basis. Additionally, where progress toward a financial objective struggles is in the making of intentional choices of what to do once our money hits our checking accounts. Typically, we are spenders by default, and have to exert energy and effort to save. Our software has allowed us to flip this dynamic on its head and allow our clients to become savers by default and then spend intentionally. If we have systems that can automate savings behavior, it will help people take the necessary steps to save more.

What other initiatives is the firm working on?

Historically, this industry has been male-dominated. We are making very intentional inroads at attracting female advisors. That is a specific objective for us this year. We have done well and have many female advisors, but we want to create a bridge for females in the industry or not yet in the industry. We have elevated females into leadership positions to help us focus on bringing more females into the industry.

Wealth management is both an art and a science. For a client, working with a focused team of professionals rowing in the same direction is key to balancing returns and managing tax implications. A newer player in the Atlanta market, Fiduciary Trust International is helping clients navigate uncertainty while expanding its presence across the Southeast. In an interview with Focus:, David Edmiston, regional managing director for the wealth management firm, highlights the importance of understanding a client’s goals and objectives and why Atlanta is a key market for the firm’s operations.

What key changes have made the most impact for your operations in the past year?

Fiduciary Trust International entered the Atlanta market in late 2021. While we’ve had clients across Georgia for many years, this was our first physical presence in the city. Our mission is to grow the Fiduciary Trust International brand regionally, establishing Atlanta as a southeastern hub that serves the broader region while collaborating with our offices across the United States. 

What factors make the Atlanta market attractive for your operations?

Our footprint stretches along the East Coast from Boston to Coral Gables, with a West Coast presence in California. Until 2021, we did not have a presence in the Southeast. Atlanta filled that gap. 

What makes Atlanta really attractive is its demographics and economic momentum. There is a lot of new wealth being created from business owners selling their companies and tech entrepreneurs taking firms public and a strong pro-business environment overall. The city is home to many Fortune 500 headquarters, as well as institutional organizations such as nonprofit foundations and endowments, which are a key client base for us. It is a very ripe environment for a wealth management business that has been around for nearly 100 years, but is new to the Atlanta market. 

What services are currently seeing the most demand among your clients?

We are an investment and planning firm. We do not have sideline businesses such as banking services. We are specialists at working with individuals who are typically high-net-worth individuals, family offices, and nonprofits. Our minimum account threshold is $5 million. 

Our first priority with individuals is establishing a comprehensive wealth plan. We start by understanding the purpose of their wealth, such as investing to make an impact in their community through charitable giving, providing for their family, or creating a lasting legacy across generations. From there, we collaborate closely with the clients’ CPAs and attorneys to make sure the clients’ planning components are understood by all, and then bring those plans to life through investment management. 

Education is another major focus. The world is becoming more interconnected and increasingly complicated. We help clients understand aspects of the tax code and implications with their current situation and goals such as philanthropy and family wealth transfers. We facilitate conversations among family members regarding values and long-term goals. Whether serving individuals or institutions, integrating investment management with thoughtful planning is our primary role. 

What goes into client education in the midst of a constantly changing economic landscape?

The first half of this year was marked by volatility. There were tariff announcements and unfavorable geopolitical events. Clients are seeing rapid economic and political shifts, and timely communication is essential. This means being available to connect with clients when they call us. 

Because we operate as a boutique firm, we pride ourselves on being very responsive. We maintain manageable client loads among our team to maximize the amount of time we can spend with clients to better understand them and foster a relationship. We also host many educational forums such as in-person symposiums and webinars in order to inform clients on matters such as upcoming legislation and our views on the market. These touchpoints often spark more focused conversations such as evaluating risk tolerance in a portfolio. We work closely with our clients to understand their priorities and needs. Being nimble and accessible helps us support clients through uncertainty.

What technology advancements are changing the wealth management industry?

In many ways, every wealth management firm today is also a technology company. Of course, AI is a driving theme. We pride ourselves on offering clients a seamless digital experience while maintaining a personal touch. By leveraging technology, we are gaining efficiencies in terms of monitoring changes within portfolios, researching investment opportunities, or even simple things such as transcribing client meeting notes. Technology is part of the equation, but face-to-face communication remains a major piece of the client experience. 

What key changes in the regulatory environment are you tracking closely?

This is always one of the top three concerns that a client brings forward and expects a perspective on. However, while taxes shouldn’t drive every decision, they play a critical role in achieving long-term goals. Many advisors and firms only promote investment returns but neglect to consider the tax management aspect which can significantly impact the overall return of the portfolio and a client’s potential tax liability. 

For example, recent legislation has increased estate tax exemption levels. When we work with clients, particularly those that have a taxable estate, we make sure that our in-house experts as well as the client’s CPA and tax attorney work together on what the client wants to accomplish. We also pay close attention to capital gains and tax-loss harvesting opportunities—an often overlooked strategy that may create tax alpha for the client. 

The tax component of the client’s investment plan is a key cog in the wheel, but it has to be balanced. The current environment has become a bit more favorable for the affluent investor who, in 2025, will be able to protect up to $14 million from estate taxes and, therefore, transfer more wealth to the next generation and/or charities. 

What are the main challenges in creating a wealth strategy for clients?

Every client is unique. It is key for clients to understand what their true risk tolerance is, but this is often only revealed during a significant market downturn. People can intellectualize their risk tolerance but experiencing a market cycle reveals their true comfort level and emotional response, which helps us tailor the strategy more personally. That is the art of the job rather than the science. This comes through listening deeply, understanding emotional reactions, and educating one on the benefits of diversification. Our role is to help ensure portfolios can weather inevitable cycles while still achieving long-term goals. 

What are your top priorities in the coming years?

Growth remains our focus. We’re excited about our new office in Buckhead, which strengthens our presence and brand visibility in Atlanta. We are expanding our local advisory board and are investing more in our marketing and branding initiatives. We will continue to invest in our people, expanding our office locations across the East Coast, and broadening our investment platform to better serve clients across Fiduciary Trust International.

In an interview with Focus:, Ivy Cadle, managing shareholder at Baker Donelson, discussed growth, talent, community impact, and the evolving Southeast market. “Atlanta is the hub of economic growth, attracting investment, talent, and innovation across all sectors,” Cadle said.

What changes over the past year have most impacted the firm, and in what ways?
The last year has been dynamic in many respects. It has been strong for our firm and our offices. We’ve seen sustained demand across multiple practice areas, particularly in litigation, healthcare, and real estate. That mirrors broader trends in the legal industry, where clients increasingly look for sophisticated counsel to help them manage economic uncertainty, regulatory complexity, and technological change.

At the same time, the competitive landscape has intensified. Clients expect more value, efficiency, and responsiveness from their legal partners. So, we’ve worked to integrate systems and processes that make those expectations possible. For us, that has translated into continued investment in talent, technology, and client service initiatives so we can remain agile and responsive.

What trends are you seeing in the Southeast business climate, especially for clients navigating real estate and infrastructure investments?
The market remains robust, but partners are more focused on value and cost. Across my practice, there’s a lot of attention on questions like: If certain steps are taken, what is the return on investment going to be? How can that return be maximized? How can clients ensure they are getting what they pay for?

There is also a focus on structuring deals so that fees make sense in light of current conditions. It’s consistent with what we’ve been seeing, but it feels more palpable now because of the economic uncertainty, regulatory issues, and technological change that continue to shape the landscape.

Do you feel business leaders today are fully prepared for emerging risks and opportunities?
Business leaders are paying close attention, especially given the headlines and the current geopolitical situation. It’s difficult to say they’re underestimating risks. Rather, different industries and companies focus on what feels most relevant to their sectors. That can mean some things get missed, but it tends to be sector by sector.

In the legal industry, there is a strong focus on AI and how it will change the practice of law. I served as president of the State Bar of Georgia last bar year, and we have a committee looking at the rules of professional conduct to ensure they address AI appropriately.

Our firm has adopted AI tools but remains focused on our core responsibilities. For other industries, the integration of AI looks different. An engineering business, for example, may rely on entirely different tools. So, the highlights vary by industry, but my sense is that leaders are doing a good job of paying attention to what’s relevant to them.

In Georgia, how do you see population growth and urbanization shaping land use and development?
Georgia remains a destination for people to live and do business. We continue to see robust population growth, which, from a land use perspective, means a greater need for infrastructure. That includes more cell towers, improved vehicle infrastructure, and more governmental takings for condemnation to widen roads. The Georgia Department of Transportation is actively involved in infrastructure improvement, and MARTA is expanding routes and increasing ridership, like the recent Clayton County bus terminal project.

Growth means land is being used more intensely. AI is starting to affect that as well. I recently had the opportunity to ride in a Waymo, and it was fascinating to think about how autonomous vehicles could change commutes. Atlanta is known for its long commutes, but with automated cars, people could spend that time working or catching up on news instead of focusing on the road.

It will be interesting to see how road expansion evolves if more people use automated vehicles. Traffic patterns could become more orderly, or less so, and people may be less concerned about travel times if they’re not the ones driving. All of this ties back to how population growth and technological change will continue to shape development in the South.

What are some of the more complicated legal dynamics involved in public-private partnerships?
Anytime there is a public sector and private sector partnership, there will be different interests that need to be aligned. Coming to a place where those interests are shared, and then documenting that in a way that conforms to the rules governing public entities, is always a key challenge. Governmental entities must avoid favoritism and cannot accept kickbacks, so compliance with those rules is critical.

Those complexities continue to be a focus in these partnerships. Georgia, for example, is benefiting from what appears to be a remarkable private partnership with the Hyundai plant, the battery plant, and the Metaplant going into Bryan County (a battery and mass-produced EV plant). That area is experiencing growth that’s really unrivaled in the state. It will be interesting to see how that development impacts what has traditionally been a rural area.

There is a lot of opportunity here, and Georgia remains one of the best states to do business. I expect our government will continue to look for ways to help the economy grow through these types of partnerships.

How would you describe the firm’s role when it comes to helping clients navigate complex legal challenges?
Exceptional client service and our internal culture are major factors in Baker Donelson’s success. We continue to hear from colleagues and clients that our culture is one of the main contributors to that success.

Recently, a national company called needing help with a dispute in Memphis. Within two emails, without even having to pick up the phone, we were able to connect them with the right resource.

That level of collaboration and responsiveness allows us to deliver quickly for clients. As our growth trajectory continues to rise, we look forward to using those internal relationships to maintain our strong reputation.

What strategies help the firm recruit and retain top talent?
Collaboration and transparency are at the core of our approach to recruiting and retaining talent. We share a significant amount of information internally at Baker Donelson, whether that’s about performance or compensation relative to peers, which helps build trust and clarity.

In the Atlanta office over the past six months, we’ve spent time figuring out what motivates our people to come in. If employees need to get home to pick up their kids, planning a late happy hour isn’t going to work. So, sometimes a lunch or breakfast event makes more sense. Those may sound like simple things, but the intentionality behind understanding what our people want is what matters.

It’s about building relationships because collaboration is ultimately built on trust. Team members need to know they can rely on the person down the hall to get something done, whether it’s a brief or a filing that keeps the client on track. That trust is fundamental, and I think we have that in spades.

How does the firm approach community engagement?

We have a strong partnership with the City of Refuge and have participated in Habitat for Humanity builds. We are always looking for community partners and ways to stay involved.

We also host a speaker series, bringing in people from the community to share insights. Recently, we had someone from Rowen Development, a large development near the Briscoe Field airport on the border of Gwinnett County, come speak. They’re working on thousands of acres for sophisticated, technology-oriented businesses, so hearing directly from their CEO was valuable.

In addition, our team members serve on a wide range of boards, from animal welfare organizations to the Atlanta Metro Chamber. We stay engaged on many levels and encourage our attorneys and employees to be active in the community as part of their growth plan.

What are your top priorities for the office over the next few years?
We remain committed to growth. Our office is in growth mode, and we’ve added some lateral shareholders and of counsel who have been great additions. We recently added Davis Butler, a corporate lawyer, and expanded into New Jersey, bringing on nearly 30 attorneys.

We’re focused on finding talent that fits, people who make sense for us, and for whom we make sense as well. We’ve grown our capacity in real estate, ERISA law, and tort defense, and we expect that to continue.

That growth is both a blessing and a challenge. Finding the right people in a highly competitive market requires us to stay focused and strategic. But we remain optimistic. Atlanta is the hub of economic growth, attracting investment, talent, and innovation across all sectors. We look forward to serving clients who are engaged in that dynamic economy.

In an interview with Focus:, Adrian Cronje, chief executive officer of Balentine, discussed the firm’s growth, evolving client needs, long-term investment strategy, and commitment to community impact and independence. “Success for us isn’t about being the biggest, it’s about being the best.”

What were the most significant milestones for Balentine over the past year?
What’s been significant about 2025 is our pivot off an announcement we made in January that FJ Management has taken a 20% stake in Balentine, agreeing to be a slow and steady partner that will allow us to remain majority employee-owned and really thoughtful about where growth takes us next. That’s essential, as we’ve promised clients we’ll remain independent and build what we call a “forever firm.” This commitment stands apart from an industry rapidly consolidating as private equity pursues short-term returns.

We’ve also become a true legacy company with the election of Emily Balentine Barbour as a Partner, and with the addition of our Chief Compliance Officer Michael Pearson as a Principal. Emily leads our family and legacy work with our clients and brings her own intergenerational wealth, family and legacy perspectives and expertise to the role. These and other strides have helped us begin to build the bridge to the next generation of leadership for Balentine.

How have your employee and client experience priorities evolved over the past year?
Bringing on a minority equity partner last year gave us the resources to deepen our investment in both the client and employee experience. That move reflects our long-term commitment to independence and thoughtful growth, in contrast to much of the industry, where consolidation and private equity often prioritize short-term returns at the expense of people.

We made strategic enhancements across the board. For clients, we upgraded our reporting technology to give them a more comprehensive view of their financial picture. For employees, we improved operational systems to create a more seamless day-to-day experience.

We also launched the Balentine Foundation, which is entirely employee-led and supports community initiatives in the places we serve. That kind of engagement reinforces our culture and strengthens the bonds between our team, our clients, and our communities.

Success for us isn’t about being the biggest firm, it’s about being the best. We measure that by our ability to retain the clients we started with, and by the strength of the relationships we build. There’s no greater compliment than when a client tells us we’ve become part of their family. One even described us recently as “a family serving families.” That’s what defines success at Balentine: being a firm that families trust for generations.

How has Atlanta’s business environment evolved, and what does that mean for your strategy?

We continue to benefit from a long-term trend of people moving to the Southeast — not just Atlanta, but the broader Sun Belt. That trend accelerated during COVID and hasn’t slowed down. It’s fueling a wave of entrepreneurialism in the region.

Our firm is very focused on serving entrepreneurs and business owners, helping them manage and transition the wealth they’ve created. Over the past year, I’ve also seen Atlanta emerge as a national leader on critical policy issues.

As president of the Atlanta Rotary Club, which is over 110 years old and made up of top business and civic leaders, I’ve watched us take on major challenges: election integrity, affordable housing, and food security. These efforts show that Atlanta is setting an example of how a city can bring business, government, and the community together to address complex problems.

That makes Atlanta not only a great place to live but also a great place to do business.

What role does community engagement play in Balentine’s mission?
Community engagement is core to who we are, whether in Atlanta or Raleigh. Through the Rotary Club and the Balentine Foundation, we’re addressing issues that matter deeply to the communities we serve.

The Atlanta Rotary Club isn’t typical — it tackles problems others can’t. In addition to affordable housing and elections, we’re in the third year of an early childhood education program led by the mayor that I believe could be a national model.

Atlanta, once known as the city too busy to hate, is now showing how business and community can partner to drive real change. At Balentine, engaging in that work isn’t just meaningful, it’s good for business.

What new types of support are clients asking for today?
Entrepreneurs and business owners are asking for more than financial plans or investment advice. They want guidance on their businesses, often their largest asset.

Too often, wealth managers say, “Sell your business so I can manage the money.” We take a different, holistic approach. We provide independent business advisory services and help clients evaluate whether keeping their business might be a better path to building wealth.

There’s also a greater awareness now around working with fiduciary advisers — those who are legally bound to act in the client’s best interest. Many firms are still product-driven, but clients increasingly want advice that is free of conflicts.

More broadly, clients are asking deeper questions: What is this wealth for? How will it affect my family? How do I pass it on successfully? Our role often resembles that of a family counselor — helping define and protect legacy, while avoiding the all-too-common “shirtsleeves to shirtsleeves in three generations” outcome.

Given today’s economic climate, what investment strategies are proving most resilient for your clients?
While much of the financial news centers on stock and bond markets, we’re finding strong opportunities in private markets — investing in companies and strategies not traded daily.

We see long-term potential in areas like artificial intelligence, healthcare innovation, and the Southeast’s demographic growth. These trends are driving demand for housing and new small businesses, and we’re helping clients invest in them. Private market investments typically take five to 12 years to mature but offer healthy premiums for that risk. In a volatile public market, they’ve become a compelling source of returns.

That said, we never begin investing, private or public, without first ensuring clients have enough liquidity for the next two years. We want to avoid selling at the wrong time due to short-term fluctuations. As at the end of 2025, we are modestly overweight stocks and underweight bonds relative to our long-term targets. While we’re mindful of a potential economic slowdown, we don’t yet see signs warranting major de-risking or portfolio shifts.

We are leaning into private markets, where many clients, especially business owners, feel more confident. They prefer investing in businesses they understand and can influence, rather than watching their wealth fluctuate based on headlines. After decades of building control, giving it up to market swings can feel deeply unsettling.

What is your outlook for wealth management, and how is Balentine positioned for it?
The future of wealth management is incredibly bright. We’ve positioned our firm — and our role in the community — to follow a path distinct from many others in the industry. Our equity partner, FJ Management, is a family office from the Mountain West with a 30- to 40-year investment horizon. They chose us, after reviewing dozens of firms, because of our expertise in family and legacy planning, which I’m proud of. This partnership secures our independence and provides access to growth capital when needed. It gives us a strategic edge — we’re not beholden to private equity chasing quarterly returns but working with a partner who values culture, people, and legacy.

Looking ahead, we’re focused on two priorities. First, attracting top talent. People want to work in a place where culture matters, and FJ’s values align perfectly with ours. They invest in what they call “building value to last.”

Second, we’re expanding services based on client demand. We’ve added business advisory, family legacy services, and reporting beyond money management. We’re also exploring areas like strategic tax advice and bill payment because listening to our clients tells us where to go next.

FJ’s investment has been a stabilizing force, allowing us to grow, stay independent, and remain true to our mission of being a family serving families. That’s how we retain clients and continue to be one of the best places to work. I’m passionate about this because I believe in what we do. I encourage our employees to connect with their purpose — not a generic cause, but a reason that drives them. Purpose-driven companies perform better.

If work feels like just a job, that’s where dreams go to die. So we’ll keep pushing forward, staying inspired, and focusing on our clients because that’s how we grow, and why clients keep introducing us to others.

Jeff Taylor, CEO of MedCura Health, sat down with Focus: to discuss the organization’s strategic expansion, evolving patient needs, funding challenges, and the growing role of community health centers in delivering accessible, comprehensive care. “Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in,” Taylor said.

What have been the most significant changes at MedCura Health over the past year, and how have those shifts impacted your patients and your organization?

We’ve spent a great deal of time and effort expanding our services to the community, whether that means opening new locations or adding new offerings. It’s interesting because our organization includes multiple specialties. From the outside, that looks impressive, but managing those specialties and new sites as they come online has been one of our biggest adjustments over the past year. We’ve also been focused on keeping pace with the constant changes in healthcare. That includes evolving quality measures, shifting government policies that affect funding, and changes in reimbursement structures for health centers. These have been key areas of attention for us as we work to stay aligned with our mission and vision.

What trends are emerging in patient needs across your service areas, especially in terms of access, chronic conditions, and preventive care?

I recently spoke with one of our doctors about patient access, not only to the services we provide but also to resources beyond our scope. Often, patients come to us with needs outside our offerings and don’t know where to turn. We have an enabling services department and referral sources to help guide them, but the greatest need we’ve seen lately is in behavioral health. People are dealing with a lot, whether it’s searching for a job or simply coping with daily life. We’re also seeing many patients who are deeply immersed in social media, where they often receive medical “advice.” That presents a challenge for our doctors, who must navigate those influences during appointments. It’s a wide range of issues, and with healthcare evolving so rapidly, our organization is continually working to adapt. Our goal is to ensure we’re providing effective referral resources and support systems that meet patients where they are.

How are demographic and population health shifts shaping the way you plan and prioritize care delivery?

While the elderly population continues to grow, we’re also seeing a decline in pediatric practices. As a result, many families whose providers have closed or relocated are now turning to us for care. Pediatrics remains a significant portion of our patient base, and that hasn’t changed much over the years. Even with the increase in older patients, our younger population is also expanding, and we’re continuing to meet the needs of both groups.

How do you view the evolving role of community health centers in the broader healthcare landscape?

Community health centers across the country serve 33 million patients annually, making us the largest primary care system in the United States, larger than any other provider network nationwide. At MedCura, we care for about 35,000 patients each year, and we expect that number to grow. Given the current political climate, which appears to be shifting toward reduced government subsidies for medical services, the role of Federally Qualified Health Centers (FQHCs) is becoming even more critical. Many people simply don’t know where to turn for care, and that’s where we step in.

One of our priorities is to monitor patients who are visiting emergency rooms for primary care needs. Those individuals can be better served by a health center instead, and we’re working closely with hospitals to ensure patients are aware of the services we offer so they can receive the right care in the right setting.

What are you seeing in terms of competition from private urgent care and retail clinics, and how does MedCura position itself as a trusted provider in that environment?

We recently expanded our hours to better meet the needs of the community. Previously, we were open from 8 a.m. to 5 p.m. during the week and four hours on Saturdays. Now, we operate from 8 a.m. to 8 p.m. on weekdays and 8 a.m. to 5 p.m. on Saturdays. While urgent care facilities serve an important role, our philosophy is centered on providing a medical home. Unlike urgent care or minute clinics, which focus on immediate, short-term needs, in addition to those services, we aim to support patients with chronic conditions, preventive care, and long-term wellness. Our niche is more holistic. We want to be the place where patients enter a system of care that helps them get and stay healthy. Our vision is leading people to exceptional health, and by offering comprehensive services and a true medical home, we believe we’re making that vision a reality.

How are you thinking about long-term workforce sustainability, especially given the challenges in recruiting and retaining clinical talent?

If I can figure that out, I might be able to do a whole lot of good for everyone. We’re connected to the Department of Health and Human Services through the Health Resources and Services Administration. Increasing funding to help retain providers would be helpful. Recruitment and retention require serious conversations around work-life balance for medical professionals. We’re also focused on monitoring our turnover rate and making sure we’re performing at least slightly better, ideally much better, than national averages.

Another priority is building stronger ties with medical schools, positioning ourselves as a training site for students. That way, when they graduate and enter the workforce, they’re already familiar with our organization. Many students don’t even know what community health centers are, and that’s where federal funding plays a key role, especially with loan repayment programs for doctors who choose to work in facilities like ours. Continuing to promote these opportunities to schools and providers will be essential to our long-term success.

Are there any signs that virtual care or digital tools are meaningfully improving access or outcomes for your patient base?

We believe these efforts are valuable because they give us more touchpoints with our patients, especially those facing transportation challenges. It’s easy for many of us to jump in a car, but for patients without family support, relying on public transportation can mean spending two hours getting here and another two hours getting home. That’s a significant burden. We need to stay mindful of these realities and make sure we’re addressing them consistently in our daily interactions with patients.

What partnerships or community collaborations have been most instrumental in extending your impact or expanding your reach?

Through our partnership with Emory Healthcare and DeKalb County schools, we’ve established school-based health centers in several locations, each staffed with a provider five days a week. These centers function as small, onsite doctor’s offices and have proven to be incredibly meaningful for families. One major benefit is our video visit capability, which allows parents to join appointments remotely. Instead of taking four hours off work to transport their child to and from a doctor’s office, they can take just 30 minutes for the visit and return to work, saving valuable time and income. This partnership has enabled us to be onsite and accessible, streamlining care for students and making the entire system more efficient for families and schools alike.

What are the most promising shifts you’re seeing at the intersection of public health and primary care, especially in high-need urban areas?

It’s tough to keep those conversations going. We often get caught up in our day-to-day operations, working in silos, and before we know it, significant time has passed since we last connected with a community partner. Keeping the dialogue open is essential. The Atlanta Regional Commission for Healthcare Institutes (ARCHI) plays a key role in bringing healthcare leaders together so we can have meaningful conversations. We need to do more of that because there are definitely linkages in the system that aren’t as smooth as they should be.

As you look ahead to the next three to five years, what are your top strategic priorities?

One of our biggest priorities is staying present in the community and creating more access points for our patients. The closer we are to them, the better care they can receive. We’re constantly exploring opportunities for strategic consolidation within the healthcare community to strengthen our reach and impact. Continued expansion, whether through new locations or extended hours, is essential. These are the kinds of steps we must take to ensure we’re meeting the evolving needs of the people we serve.

In an interview with Focus:, Jamie Shepherd, CEO of the Shepherd Center, discussed what specialized neurological rehabilitation can bring for patients. “We are working to partner with people who potentially will find a cure for paralysis, multiple sclerosis, or ways to help traumatic brain injury heal more efficiently,” Shepherd noted. 

What recent changes have most influenced the direction of the center?

We opened two new buildings last year. The Arthur M. Blank Family Residences supports our patients’ families when they are with us. Half our patients come from outside the state of Georgia, and we’re pleased to provide donor-funded housing for the entire length of their loved ones’ stay. Marcus Center for Advanced Rehabilitation has consolidated our research efforts, which were scattered around the facility. We were able to start an innovation institute, as well. We are excited about what it brings to our organization, and to the region. We were also able to offload some of our other departments to the new building, so we can expand and renovate our current facility. Our big 50th anniversary was celebrated last August, and we had some personnel transitions after the previous CEO’s and CFO’s retirement. 

What is your vision in balancing the center’s legacy with the shifting demands of the healthcare environment?

The healthcare environment is ever-changing, and very challenging. We’re proud of the last 50 years. We look forward to taking it to even higher levels over the next 50, becoming a specialized institution that focuses heavily on neurological rehabilitation, brain injury, spinal cord injury, and other neuro-related conditions, through our innovation institute, partnerships, and more product development. We are working to partner with people who potentially will find a cure for paralysis, multiple sclerosis, or ways to help traumatic brain injury heal more efficiently. Another unit is being added to the expanding inpatient capacity, which is going from 152 beds to 175 beds. It is about improving access to specialized care in this population. We believe we’re the best in the country at taking care of these patients, so we want to give them access to our care. 

What are the emerging trends in specialized neurological rehabilitation?

Historically, the No. 1 reason that brings patients here has been car crashes. While that remains true for the patients we admit, falls have become the leading cause for referrals to our center. As the population ages, perhaps falls will be the leading cause of spinal cord injury, and traumatic brain injury. There’s potential opportunity through AI that hopefully will make real breakthroughs on the science side in this space, which will change patients’ lives for the better. 

How are you navigating potential hurdles in the economy?

The center is not consuming a significantly major amount of resources, compared to an acute care hospital that’s doing a bunch of surgeries and has a huge supply budget. However, inflation does affect us. Historically, our supplies would increase about 2% a year. Now, we’ve seen it increase about 5% a year. It makes us work smarter because we’re not getting the reimbursement, in most cases, to overtake and overcome that increase in supply costs.

How will the Beyond Therapy program influence future programming?

A lot of what we’re able to do is dictated by what insurance covers. Beyond Therapy, however, is a self-paid program, and we certainly have scholarship spots available. We are able to let the patients tell us their goals, and give them a lot more flexibility to try new things. Beyond Therapy partners with our innovation institute to set trials and move the needle in different ways. It’s an incredible program, and a big differentiator for us.

How has the long-term wellness service affected patients?

In the past, people thought that patients with multiple sclerosis needed to rest and not exert themselves. We’ve proven through research that it’s just the opposite. It’s great for most patients to exercise, especially for multiple sclerosis patients. Our donor-funded wellness program tracks and studies how our patients are doing through wearable devices. We try to keep our patients as active as they can be to fight the progression of multiple sclerosis. 

How do you recruit and retain the specialized workforce for the center?

It’s still an incredible challenge, though it’s gotten better since COVID. We are seeing fewer agencies and traveling personnel. Furthermore, in a big urban city like Atlanta, there’s a hospital every couple of miles away from another. We have to really value our employees, treat them well, pay them fairly, and take care of them. Otherwise, they’re going to go down the street to what they think is a better place. We’re very intentional about how we treat our employees. They’re the most valuable resources we have. We also try to bring people in when they’re in school, especially technicians, nurses, and residents who can complete their practicum and get exposure here. Specialized rehab is a unique journey that allows us to form a close bond with the patients, and it draws certain types of people. The exposure people get, through tours, residency, or interning, helps us identify the next great leaders, and hire the best culture fit. 

What are your top priorities for the next few years?

Our top priority is to finish what we started, including the $72 million in renovations to be completed over the next two years. We need to then look at our processes, and make sure they’re efficient, as well as adaptive. The world is changing quicker than ever, and we can’t rest on what we’re doing today or yesterday. We have to change with the industry and keep up, whether from a legislative or a technology perspective. 

We’re exceptionally proud to be a top rehab hospital in the country for the past 30 years. Being an independent nonprofit hospital, people don’t come here because we are a part of a system. We don’t have referral agreements. They come here because they choose to, because we’re the best in the world at what we do. We have 20 programs that insurance doesn’t cover, but for which our foundation raises tens of millions of dollars every year because we think it’s the right thing to do for our patients, and it provides them with the best outcomes.