OCP Taps Growth Veteran to Fuel National Orthopedic Consolidation

GAINESVILLE, FL – January 06, 2026 – Orthopedic Care Partners (OCP) has appointed veteran healthcare executive Rob Scoskie as its new Chief Development Officer, a strategic move that signals an acceleration of its national growth ambitions. The appointment reinforces the private equity-backed platform’s intent to ramp up acquisitions and partnerships in the rapidly consolidating orthopedic market.

Since its founding in 2019, OCP has quickly become a formidable player in the U.S. orthopedic space. The organization currently supports 136 physicians across a network of 42 clinical locations and six ambulatory surgery centers in five states. Scoskie’s arrival is designed to build on this momentum, leveraging his extensive experience to drive the company’s next expansion phase.

A Strategy for Aggressive Growth

In his new role, Scoskie is tasked with leading OCP's development strategy across market expansion, strategic partnerships, and practice acquisitions. He brings over 25 years of leadership experience from a diverse range of healthcare settings, including physician-led platforms and private equity-backed organizations. His track record includes senior growth roles at prominent companies like Summit Health, CityMD, and Starling Physicians, where he guided organizations through significant periods of transformation and expansion.

OCP’s leadership is betting that Scoskie’s background is precisely what the company needs to execute its ambitious plans. “Rob is a proven builder,” said Tim Corvino, MD, CEO of OCP, in a recent statement. “He understands how to scale platforms thoughtfully, how to partner with physicians, and how to translate opportunity into execution. We are entering a phase where focus and momentum matter, and I am bullish on Rob’s ability to help lead this next chapter of growth with discipline, credibility, and pace.”

This move underscores a clear strategy: to systematically identify and integrate high-performing orthopedic practices into the OCP fold. The organization, which is backed by healthcare-focused private equity firm Varsity Healthcare Partners, has already completed 22 practice affiliations, claiming more than any other private-equity-backed orthopedic platform in the country.

Navigating a Crowded and Consolidating Market

Scoskie’s appointment comes at a pivotal moment for the orthopedic sector. The market is undergoing intense consolidation, fueled by a combination of economic and demographic factors. An aging U.S. population and a rise in musculoskeletal conditions are driving demand for orthopedic services. Simultaneously, a pronounced shift of surgical procedures from traditional hospitals to more efficient and profitable ambulatory surgery centers (ASCs) has made orthopedic groups highly attractive investment targets.

These trends have attracted a surge of private equity investment. Since 2016, the number of PE-backed orthopedic platforms has grown significantly, with at least 18 such entities now competing for a finite number of independent practices. This has created a highly competitive M&A environment where platforms like OCP must contend with rivals such as HOPCo (Healthcare Outcomes Performance Company), Spire Orthopedic Partners, and United Musculoskeletal Partners, all vying to build national scale.

For independent orthopedic groups, the landscape has become increasingly challenging. Declining reimbursement rates, rising operational costs, and the administrative burden of transitioning to value-based care models are pushing many physicians to seek partners. PE-backed platforms offer an infusion of capital, sophisticated management infrastructure, and enhanced negotiating power with payors, providing a compelling alternative to remaining independent or joining a hospital system.

The 'Physician-Led' Pitch in an Era of Corporate Medicine

In this competitive race for acquisitions, OCP is differentiating itself with a 'physician-led' partnership model. The company actively markets its ability to preserve the clinical autonomy and unique brand identity of the practices it acquires. This approach is designed to counter a pervasive fear among physicians that corporate ownership leads to a loss of control and a shift in focus from patient care to profit margins.

Scoskie endorsed this philosophy, emphasizing the collaborative nature of successful expansion. “Growth is a team sport,” he stated. “The most effective growth happens when physicians and leadership are aligned around a shared goal, and I’m excited to work alongside this team to build the next phase of the organization together.”

OCP's model promises to alleviate administrative burdens—such as revenue cycle management, IT, and compliance—while leaving clinical decision-making in the hands of the physicians. According to its partnership criteria, OCP targets practices with a strong reputation, stable physician groups, and a clear desire to grow. This selective process aims to ensure cultural and clinical alignment from the outset.

A recent example of this strategy in action is OCP’s expansion into Utah through its affiliation with The Orthopedic Partners, an 11-provider practice in Park City. This move not only extended OCP's footprint into a fifth state but also demonstrated its model of integrating well-respected local practices to build a regional 'hub and spoke' presence.

The Road Ahead: Scaling with Discipline

With Scoskie at the development helm, OCP is poised to intensify its acquisition and partnership activities. His primary focus will be on building a robust development pipeline and executing transactions that align with the company's strategic priorities. The goal is to expand OCP's presence in both existing and new markets, further solidifying its position as one of the nation's leading orthopedic platforms.

This investment in executive leadership highlights the organization's commitment to building the necessary infrastructure to support its long-term growth ambitions. As the orthopedic landscape continues to evolve under the influence of private equity and market pressures, OCP’s ability to execute its growth strategy while maintaining its physician-centric culture will be critical. The challenge ahead lies in balancing the rapid pace of acquisition-fueled growth with the delicate task of integrating diverse clinical practices without compromising the quality of care or the professional autonomy that attracts physicians in the first place.