How Ben Kasle Built a $12 Million Pain Management Practice

Most healthcare entrepreneurs talk about innovative treatments or breakthrough technology. Ben Kasle built his business around something far more practical: giving doctors their time back.

As president of Elite Pain Doctors, which operates across Ohio and Indiana with partners in Arizona and Utah, Kasle runs a pain management practice that generates $12-14 million annually. But his real business insight came from watching great clinicians get buried under payroll issues, vendor negotiations, and financial confusion. He saw doctors who went to medical school to treat patients spending most of their energy on everything except patient care.

So he built a model where he handles the business side completely. Through his financial management company, he takes over CFO and controllership roles for physicians who want nothing to do with the operational chaos. And in his pain management practice, he created a structure that brings chiropractors, nurse practitioners, and MDs together under one roof to offer patients options they’re rarely told exist.

In this interview, Kasle explains how he grew his business by taking over struggling practices, why he focuses on the space between medication and surgery, and what changes when you remove the distractions that steal a doctor’s passion for their work.

How much revenue does your business generate?

$12-14 million in annual revenue.

Tell us about yourself and your business.

I currently serve as president for Elite Pain Doctors in Ohio and Indiana. I’ve also operated in Kentucky, and we may go back into that state, with partners who run the Arizona and Utah regions. In Ohio, we focus on a non opioid approach to pain management, while our Arizona partners handle medication management for patients who are already dependent on certain drugs. I stay in the space between medication and surgery, where we offer solutions most patients have never been told exist.

Outside of that, I run a real estate venture with my brother, my sister-in-law, and my wife. I also run a financial management company with my brother called Elite Medical Financial Management, where we handle the finances for chiropractors and MDs who struggle with that side of their practice. Those are the main ventures I’m involved in.

How does your business make money?

My main business generates revenue through the services and procedures we deliver to patients looking for options outside of heavy opiates or immediate surgery. Our model brings chiropractors, nurse practitioners, and MDs together under one roof, and the procedures that come out of that teamwork drive the financial side of the practice. In certain markets, medication management is included when it’s necessary to help a patient move toward less dependency.

My financial management company earns money on a consulting and takeover basis. I handle the CFO and controllership roles for doctors who don’t want anything to do with payroll, vendor relationships, or financial statements. My real estate venture produces returns as an investor partner.

What was your inspiration for starting the business?

I’ve always leaned toward the part of healthcare that sits between surgery and medication. People usually think they only have those two choices, and I wanted to build something that showed them they don’t. Bringing chiropractors, nurse practitioners, and MDs together to create a care plan felt like the right way to give patients options that are more aligned with what they actually need.

The financial management company came from watching great doctors get weighed down by the business side of their clinics. They didn’t go to school to manage payroll or negotiate vendor rates. They became doctors to treat patients. So I stepped in to take that burden off their plate.

How and when did you launch the business?

I started building what is now my main practice around 2011 by taking over private practices where the doctor was overwhelmed by the business side. As I rebuilt those clinics with better systems, staff, and financial structure, they grew into the territory I now run. From there, I teamed up with partners in Arizona, and they expanded the same model into Utah and other regions.

The financial management company came out of the same pattern. I kept seeing providers buried in payroll, vendors, and financial confusion, so we created a service where I take over the CFO and controllership roles, and they return to focusing on their patients.

How is the business funded?

Everything I’ve built has been funded through operations and reinvesting what the practices produce. I often joke that in the real estate venture, I’m the guy who strokes the check, and that same concept applies across my businesses. I’ve never used outside investors or anything venture-backed.

We have an upcoming merger and acquisition, and the plan is for me to sell a portion of my shares and reinvest the rest into the new venture. That provides the resources and personnel needed for expansion while keeping me in the mix long-term.

How did you find your first few clients or customers?

My earliest patients came through taking over existing practices where the doctor couldn’t keep up with the business anymore. The patient base was already there, but the operations were falling apart. Fixing that gave me the foundation for the territory I run today.

Growth continued because patients responded to a model they hadn’t seen before. When people realize they don’t have to jump straight to medication or surgery, they talk about it. That word of mouth carried a lot of the early growth.

On the financial management side, the first clients were doctors who couldn’t answer basic questions about their expenses or profitability. Once they saw the gap, they asked me to take over their finances.

What was your first year in business like? 

The first stretch was all about rebuilding practices where the business side had collapsed. I walked into scenes full of financial issues, staffing problems, and disorganized operations. My focus was on getting the doctor out of that chaos so they could treat patients again.

The providers were usually excellent clinicians, but their passion had been buried under payroll, supplies, and constant fires. Once I stepped in and handled that, they were able to focus again. As soon as the business side was stable, the clinics produced better care and stronger numbers.

That pattern shaped how I built everything moving forward.

What strategies did you use to grow the business?

A big part of my growth strategy has been filling the space patients don’t even realize exists. When people see a care plan created by three different professions instead of one, it gives them a level of balance that’s hard to find elsewhere.

Another strategy is helping patients understand what their pain is actually taking from them. Most people have adapted to a reduced life without realizing it. Once they see the impact clearly, they’re more motivated to seek solutions.

On the business side, growth comes from stabilizing practices that were overwhelmed. When I take over the financial and operational responsibilities, the doctor becomes more effective, and the practice becomes more profitable. That stability creates natural expansion.

What was the biggest challenge you had to overcome?

One big challenge was taking over practices where the provider was worn down by everything except treating patients. I walked into clinics where the doctor was overwhelmed by payroll, vendors, and staff issues, and rebuilding those scenes took a lot of work.

Another challenge was the amount of financial mismanagement I found. Many doctors didn’t know their income-to-expense ratio, their vendor relationships, or their profitability. Without that, the practice can’t function. Fixing that foundation was essential.

Those situations taught me how important it is to remove the distractions that steal a doctor’s passion.

What have been the most significant keys to your business’s success?

A major key has been operating in the space between medication and surgery. Patients want options that fit their actual needs, and when they discover that space exists, they respond to it.

Another key has been taking the business weight off doctors so they can stay focused on patient care. When a provider isn’t buried in finances or operations, everything improves: the care, the profitability, and the patient experience.

Education also plays a big role. Helping patients become informed about their condition and their medications gives them more control over their decisions.

Tell us about your team.

My teams are built around having the right people in the right roles so the doctor can focus on treating patients. I put systems, standards, and structure in place so the practice can run without overwhelming the provider. Most of what I do is rebuilding clinics that struggled with staffing, HR, and operations so the environment actually supports the doctor instead of draining them.

What was the turning point when you knew your business was successful?

There was a point where I realized what I was doing wasn’t just a one time fix. I had taken over practices where the doctor was exhausted and buried by the business side, and once I stepped in, they became more focused, more energized, and they were actually making money again. That freedom and relief told me the model worked.

Seeing that same turnaround happen again and again made it clear this wasn’t luck. When the distractions disappear, the practice becomes more successful and the care improves. That consistency was the turning point.

What is the most important lesson you’ve learned growing the business?

The biggest lesson is that doctors lose why they became providers when they’re forced to do everything else. When you remove the business noise, they get that purpose back.

I’ve also learned that being uninformed leads to bad decisions, whether you’re a patient or a provider. When someone understands what they’re dealing with, they make better choices.

And systems matter. Structure lets the doctor focus on care while the team handles the rest.

What separates your business from your competitors?

I operate in a space most patients never get offered. Surgeons recommend surgery. Chiropractors recommend adjustments. I built a model where three professions come together to create a balanced care plan, and the patient doesn’t have to bounce between clinics.

Another difference is the focus on keeping people away from unnecessary medication or unnecessary surgery. Most people have no idea there’s an option in between.

On the business side, I take over the responsibilities that usually wear doctors down. That combination makes the model stand out.