Interview with Nicholas Subich, CEO of Award-Winning YTS Wealth Management

On Financial Planning for Healthcare Executives

Healthcare organizations invest enormous energy in growth: recovering missed patient calls, improving case acceptance, and expanding to new locations. The executives and practice owners driving that growth often give far less attention to their own financial picture. To explore that gap, we sat down with Nicholas Subich, CEO of YTS Wealth Management, an award-winning wealth management firm serving Pennsylvania and the DC Metro Area. We asked him what healthcare leaders should be doing with the personal wealth their organizations create.

---

Q: You advise executives and business owners across industries, including healthcare. What is the most common financial blind spot you see?

A: Mistaking a high income for a financial plan. Many healthcare executives and practice owners earn well into the top brackets, but their investments, taxes, insurance, and estate documents all operate in silos. When you spend your days growing an organization, it is easy to assume the personal side will take care of itself. It rarely does. A coordinated plan ties all of those pieces together, so nothing important falls through the cracks.

Q: Many leaders at DSOs and growing healthcare groups hold equity or stock options in the organization. How should they think about that?

A: Equity is often the most valuable asset these leaders own, and also the least understood. Concentration is the risk people underestimate. If your salary, your bonus, and most of your net worth all depend on one organization, a single rough year touches everything at once. We help executives build wealth in parallel: retirement accounts, taxable investments, and reserves that sit outside the company. For those with stock options, timing exercises around your tax situation can change the outcome by six figures.

Q: Healthcare executives are usually in the highest tax brackets of their careers. Where does tax planning fit in?

A: It should sit at the center of the plan, not get bolted on in April. For high earners, the decisions that matter most happen before year end: how much to defer, which accounts to fund, when to realize gains, and how charitable giving fits in. We coordinate investment decisions with tax strategy year round. Over a decade, that coordination often adds more value than picking any particular investment.

Q: Practice owners often expect a future sale, or a DSO acquisition, to fund their retirement. Is that realistic?

A: It is a hope, not a plan. Valuations, buyers, and timing are never guaranteed, and owners who wait for one big liquidity event often delay personal saving for years. The owners who end up most secure built wealth steadily along the way, so a sale becomes a bonus rather than the entire retirement. If an acquisition does come, having a plan already in place lets you evaluate the offer on its merits instead of out of necessity.

Q: For a leader who is heads-down running a practice or a healthcare group, where should they start?

A: Start with a plan, not a product. Understand what you take home, what you save outside the organization, and what your family would need if the income stopped tomorrow. From there, a planner can coordinate your taxes, retirement contributions, equity decisions, and estate documents around your actual goals. As an award-winning firm serving clients across Pennsylvania and the DC Metro Area, we find the first conversation is usually about clarity. Once leaders can see their whole financial picture in one place, better decisions follow naturally.

To learn more about YTS Wealth Management and schedule a financial planning consultation, visit www.ytswealth.com.