Direct Primary Care Doctor
Dr. John Sanders is a board-certified family physician with a passion for pickleball and relationship-driven care.
He attended medical school at Nova Southeastern College of Osteopathic Medicine in Ft. Lauderdale, FL and attended the dual-accredited Family Medicine Residency in Jacksonville, FL.
After practicing rural family medicine in Moab, UT for 6 years, he built Voyage Direct Primary Care. Now he is able to offer excellent, innovative and friendly medical care for a low monthly fee and, as a result, is liberating patients and clinicians from the outrageous cost and undue burdens of the current medical system.
Voyage DPC opened in June of 2018.
Dr. Sanders & Voyage DPC in the news
How small businesses can provide employees with healthcare —without insurance
Have a high deductible or health share plan? You need to check out this clinic
Local doctor's unique no-insurance approach is drawing rave reviews from patients
PODCASTS Featuring Dr. Sanders:
“Why Doctor’s don’t listen”
“Fixing a broken healthcare system”
Website: Voyage DPC
Watch the Episode Here:
Listen to the Episode Here:
DON'T MISS AN EPISODE!
Leave us a review in Apple Podcasts and Spotify to help others discover the pod so they can also listen to all the DPC stories so far!
Welcome Dr. Sanders to the podcast.
I actually have never seen your face lifetime before we talked on the phone once at the very early days of when I was planning my DPC.
So it's, it's wonderful to actually see your face and be able to chat with you. So I wanted to start with your journey from where you were practicing in Moab to your DPC today. So can you please bring us back to what were you doing before opening voyage DPC?
Um, yeah, it was a rural family medicine doc in Moab, Utah, um, doing full scope of family medicine with OB and C-sections and busy outpatient clinic and running an inpatient clinic and pulling some shifts in the ER here and there.
And, um, so yeah, just traditional family medicine, um, trained in Florida med school and residency, and went directly from there to the rural setting for six years.
When you were doing Fullscope care, how was your autonomy level there?
So rural settings, I think are unique to the autonomy piece, um, because you have like a little baby administrative arm and they're, they're less, I don't know, it's less functional because they're not always the best of the best in the rural settings.
Um, most of those people go onto the 50 and 75 and a hundred and a hundred twenty five hundred fifty bed hospitals. They just kind of scale up the CEO people. Um, but I felt like I had a reasonable amount of autonomy. I ran a little clinic and I was the medical director for a multi-specialty clinic.
It included anesthesia surgery, ortho and family medicine. Um, so I felt like it was okay. Um, I could, I could give some pushback if I wanted to take more time with patients and see, see more, more people and. Kind of control the quality of care that I provided the autonomy from the, the system was difficult, right?
Because I saw all these things rolling downhill to the family medicine docs, like these PQRS pay for performance, you know, all these things that just required more of my time, energy and effort, and took away from my ability to really provide beautiful care to people. Um, just, I call it bureaucratic box-checking bull crap, the triple BS.
And, uh, and that was tough, you know, that was tough to have to do that. And, you know, I had to have people do it and, uh, stacks of paperwork and, you know, the whole gig from the fee for service space.
And even though, you know, the administrators were arguably not as, I'm not coming down on you, as hard as they would have potentially in a larger system, larger city, what was it that made you want to leave Moab?
Yeah, so, so interesting. Um, when I was in Moab, I went through 60 different CEOs in my six years. And, uh, I quickly developed an allergy to administrators cause, cause I was in, I had this contract and they weren't executing it well because they were just incompetent. And so, and they were unable to really produce what they said.
They were able to like as far as numbers and things. And so I didn't get another CEO and I talked to them and another one I talked to them, but, uh, it was really challenging because each one of them were like the same person, just a different body. Like they thought the same. They they're, they're just the same.
Um, so I developed honestly, an allergy I'd get hives and like almost anaphylaxis to anything had been really tough. Um, but, uh, but yeah, the thing that actually moved us because I don't know, I felt like I was willing to continue to muscle there. I was on babies, number three and four. And so instead of having a bunch of primates styles on multi at time, it's, you know, it's just like six to eight hour deliveries instead of 24 to 48 hour laborers.
And, um, and so I felt like I was, I was really happy. Like I was firing all 16 cylinders of a good country doc, and I grew up in a small town and I don't know, you just know your people, you have good relationships. And so that was a, it was really hard for me to leave actually. Um, but I left because my wife, uh, she wanted to go to law school.
And, um, she, when I married her many moons ago, she was in a master's program at university Nevada, Las Vegas, where I was doing sports medicine, undergrad. And, uh, and she was actually finishing her master's and she was looking at law school and she was teaching the L sat prep course. And she had scored in like the 99th percentile and, uh, was, was fixing on going to law school.
And, uh, and so. She decided she wanted to just go and made a med school and have a family. And so she did just have a family. That's like a lot of work. We had four kids along the journey of med school residency. And, uh, and, and it was wonderful. But, but now, you know, our kids were getting older. She homeschooled them for a bit, which was fun for her, but then she recognized like, oh, you know, I'm thinking they're ready to get into high school and get into some of those junior highs and, and, and get more involved in the extracurriculars and things.
And, and so she says, well, I'll be bored. So I think I should probably go to law school. So, so we've been here four years and she, uh, she tacked on an MBA just cause she's, she's a voracious academic, she's a total genius. And so she just finished and she just found out last year that she passed the bar. So that's awesome.
Congratulations to her. That's so amazing. And no, no want to ask, because that's such a unique perspective to have a doctor and now a lawyer in the family when opening DPC. So I want to ask first does I'll take a step back when you talked about, you know, the opportunities are going to be different for your wife and that's mostly what prompted your move one.
Did you learn about DPC? Because I wonder why did you open an open voyage DPC versus joining another group?
Yeah, this is a great question. So we moved here and I didn't really know what DBC was. I had no idea. I just have a core value in my core value is really good care for my people. I love them like family.
Right. Um, and I joined a multi-specialty group, a very large multi-specialty group. And, you know, you hear about the solo docs and then the group docs, and then the large, large group docs. And, and I looked at this organization and I actually met with several of the different family medicine clinics to sm