Donaldson Plastic Surgery Receives Fast 50 Recognition for Business Growth

– Edited interview with Tami Kamin Meyer. 

Why was this company started?
A: During my training, I studied successful practices in L.A., New York, Miami and Atlanta. I realized that Columbus needed a highly trained plastic surgeon with a sophisticated, patient-focused, boutique practice that makes people feel at ease. We are attentive, approachable and skilled at delivering results that rival any other in the country.

What was the turning point when you realized you were onto something?
A: Three years ago, my patient coordinator came to me exasperated because so many patients had requested surgery that we had run out of file folders. She used her lunch break to visit Staples so we could accommodate more new patients that afternoon.

Have you had to seek financing as you have grown?
A: We have been very fortunate to not need financing. We share space with another private practice, which has kept overhead in check.

What dangers are in growing too quickly?
A: Growth can dilute the brand if it is not carefully planned. The fundamental principles – in our case, safety, attentiveness, empathy, the doctor-patient relationship – must never be abandoned for the sake of growth. We emphasize that bigger is not necessarily better, but better is better. When the emphasis is on quality, not quantity, growth naturally follows.

Did you know any entrepreneurs growing up?
A: As a child and young adult, I counted physicians and business owners among my mentors. I admired the doctoring profession – particularly the surgical skill set – and at the same time I was enamored with the innovation and measurable accomplishments inherent to business ownership. I am lucky to have found both as a plastic surgeon.

What’s your recession lesson?
A: Keep the overhead low. In the short term, it is easier to manage costs than to increase revenue.