BREAKING NEWS: Los Angeles Verdict — March 25th, 2026 (Meta & Google)

Posted on March 25, 2026 by Dr. David Edward Marcinko MBA MEd CMP™

***

***

Los Angeles Verdict — March 25, 2026 (Meta & Google)

On March 25, 2026, a Los Angeles jury reached a major decision involving Meta’s Instagram and Google’s YouTube. The jury concluded that both companies were negligent in how their platforms were designed and in how they failed to warn users—especially minors—about the risks associated with those designs.

This was a civil case, so the jury did not declare Meta “guilty” in the criminal sense. Instead, they found the companies liable for negligence.

What the Jury Decided

  • Instagram and YouTube used design features that encouraged compulsive use, including:
    • Algorithmic recommendations
    • Autoplay
    • Endless scrolling
    • Persistent notifications
  • The jury determined these features contributed to psychological harm experienced by the plaintiff, a young woman who began using the platforms as a child.
  • Her reported harms included:
    • Depression
    • Anxiety
    • Body‑image issues
    • Addictive use patterns

Why This Verdict Was Significant

  • It was the first major social‑media addiction trial in the United States to reach a verdict.
  • The case is considered a turning point because it focuses on design choices, not user content.
  • The verdict is expected to influence thousands of similar lawsuits filed by families, school districts, and states.

What Happens Next

  • The March 25th verdict established liability.
  • A separate phase determines financial damages.
  • The outcome will shape future legal and regulatory pressure on social‑media companies.

Key Clarification

  • This was not a criminal case.
  • The correct legal term is “liable for negligence,” not “guilty.”

COMMENTS APPRECIATED

EDUCATION: Books

Filed under: iMBA, Inc. | Leave a comment »

PODIATRISTS: Who Are Also CPAs

Posted on March 25, 2026 by Dr. David Edward Marcinko MBA MEd CMP™

Dr. David Edward Marcinko; MBA MEd

SPONSOR: http://www.HealthDictionarySeries.org

***

***

A Unique Blend of Medicine and Finance

In the modern professional landscape, specialization is often celebrated, but it is the rare individual who bridges two highly technical, demanding fields that seem worlds apart. Podiatrists who are also Certified Public Accountants (CPAs) embody this uncommon duality. They combine the clinical precision of medical practice with the analytical rigor of financial expertise. While the pairing may appear unconventional at first glance, the intersection of podiatric medicine and accounting creates a powerful skill set that benefits not only the practitioners themselves but also the patients, healthcare organizations, and broader medical community they serve.

Podiatrists focus on diagnosing and treating conditions of the foot and ankle—areas of the body that are deceptively complex and essential to mobility. Their work requires deep anatomical knowledge, surgical skill, and the ability to manage chronic conditions such as diabetes‑related neuropathy. At the same time, podiatrists operate in a healthcare environment that is increasingly shaped by financial pressures, regulatory requirements, and business realities. Running a podiatry practice demands far more than clinical competence; it requires strategic financial management, compliance with tax and healthcare regulations, and the ability to navigate insurance reimbursement systems. This is where the CPA credential becomes a transformative asset.

A podiatrist who is also a CPA brings a level of financial literacy that most medical professionals simply do not possess. They understand the intricacies of tax law, financial reporting, and business planning. This dual expertise allows them to manage their practices with exceptional efficiency. They can evaluate overhead costs, optimize billing processes, and make informed decisions about equipment purchases or expansion plans. In an era where many private practices struggle to remain financially viable, this combination of skills can be the difference between sustainability and closure.

Beyond practice management, podiatrists with CPA credentials are uniquely positioned to contribute to healthcare policy and administration. They can analyze the financial impact of regulatory changes, assess the cost‑effectiveness of treatment protocols, and participate in leadership roles within hospitals or medical groups. Their ability to interpret financial data gives them a voice in discussions that shape the future of healthcare delivery. They can advocate for reimbursement models that reflect the true value of podiatric care, or design budgeting strategies that improve patient access without compromising quality.

This dual background also enhances patient care in subtle but meaningful ways. A podiatrist who understands the financial side of healthcare can help patients navigate insurance coverage, anticipate out‑of‑pocket costs, and make informed decisions about treatment options. They can design care plans that balance medical necessity with financial feasibility, especially for patients managing chronic conditions that require ongoing attention. In this sense, financial knowledge becomes an extension of patient advocacy.

***

***

The path to becoming both a podiatrist and a CPA is not an easy one. Each field requires years of education, rigorous examinations, and ongoing professional development. The commitment to mastering both disciplines speaks to a mindset of intellectual curiosity and resilience. These individuals are not content with a single lens through which to view their work; they seek a multidimensional understanding of the systems they operate within. This mindset is increasingly valuable in a healthcare environment that demands adaptability and interdisciplinary thinking.

Moreover, the combination of podiatry and accounting reflects a broader trend toward hybrid professional identities. As industries become more interconnected, the most impactful professionals are often those who can bridge gaps between disciplines. A podiatrist‑CPA exemplifies this evolution. They are clinicians who understand balance sheets, business owners who understand anatomy, and problem‑solvers who can approach challenges from both scientific and financial perspectives.

In the future, the healthcare system may see more professionals pursuing dual competencies like this. The pressures of modern medical practice—ranging from reimbursement challenges to the complexities of electronic health records—require a blend of clinical and administrative expertise. While not every podiatrist will become a CPA, the example set by those who do highlights the value of interdisciplinary knowledge. It encourages medical professionals to broaden their skill sets and engage more deeply with the financial and operational aspects of their work.

COMMENTS APPRECIATED

EDUCATION: Books

SPEAKING: Dr. Marcinko will be speaking and lecturing, signing and opining, teaching and preaching, storming and performing at many locations throughout the USA this year! His tour of witty and serious pontifications may be scheduled on a planned or ad-hoc basis; for public or private meetings and gatherings; formally, informally, or over lunch or dinner. All medical societies, financial advisory firms or Broker-Dealers are encouraged to submit an RFP for speaking engagements: CONTACT: Ann Miller RN MHA at MarcinkoAdvisors@outlook.com -OR- http://www.MarcinkoAssociates.com

Like, Refer and Subscribe

***

***

Filed under: "Ask-an-Advisor", Accounting, Taxation, Touring with Marcinko | Tagged: , , , , , , | Leave a comment »

Twelve Financial Ratios That Track a Medical Practice’s Financial Health

Posted on March 25, 2026 by Dr. David Edward Marcinko MBA MEd CMP™

Dr. David Edward Marcinko MBA MEd

SPONSOR: http://www.MarcinkoAssociates.com

***

***

A healthcare or professional practice operates at the intersection of mission and margin. While clinical excellence may be the heart of the organization, financial stability is the backbone that allows it to grow, invest, and serve patients effectively. Financial ratios offer a powerful way to translate raw numbers into meaningful insights. By examining liquidity, profitability, efficiency, and solvency, a practice can understand its current position and anticipate future needs. The following twelve ratios form a comprehensive toolkit for monitoring financial health and guiding strategic decisions.

1. Current Ratio

The current ratio measures a practice’s ability to meet short‑term obligations using short‑term assets. A strong current ratio signals stability and operational resilience, ensuring the practice can handle fluctuations in cash flow without compromising services.

2. Quick Ratio

Also known as the acid‑test ratio, the quick ratio refines the current ratio by excluding inventory and other less liquid assets. For practices with limited physical inventory, this ratio provides a sharper view of immediate liquidity and financial agility.

3. Days Cash on Hand

This ratio indicates how many days a practice can continue operating using only its available cash. It is a direct measure of financial breathing room, especially important during reimbursement delays or unexpected downturns.

4. Gross Profit Margin

Gross profit margin reflects how efficiently a practice delivers its core services after accounting for direct costs. A healthy margin suggests strong pricing strategies, cost control, and operational efficiency.

5. Net Profit Margin

Net profit margin captures the percentage of revenue that remains after all expenses. It is one of the clearest indicators of overall financial performance, revealing whether the practice is generating sustainable returns.

6. Operating Margin

Operating margin focuses specifically on income generated from core operations. This ratio helps distinguish between operational strength and one‑time financial events, offering a clearer picture of ongoing performance.

7. Accounts Receivable Turnover

This ratio measures how quickly a practice collects payments from patients and payers. High turnover indicates effective billing and collections processes, while low turnover may signal inefficiencies or reimbursement challenges.

8. Days in Accounts Receivable

Closely related to receivable turnover, this ratio expresses the average number of days it takes to collect payments. It is a critical metric for cash‑flow management, especially in practices heavily dependent on insurance reimbursements.

9. Debt‑to‑Equity Ratio

The debt‑to‑equity ratio evaluates how a practice finances its operations—through debt, equity, or a balance of both. A moderate ratio can support growth, while excessive leverage may expose the practice to financial risk.

10. Interest Coverage Ratio

This ratio measures the practice’s ability to meet interest payments on outstanding debt. Strong coverage indicates that debt levels are manageable and that the practice has sufficient earnings to support its financing structure.

11. Asset Turnover Ratio

Asset turnover assesses how effectively a practice uses its assets to generate revenue. High turnover suggests efficient use of equipment, facilities, and technology, while low turnover may point to underutilization or overinvestment.

12. Return on Assets (ROA)

ROA evaluates how effectively a practice converts its total assets into profit. It provides a broad measure of managerial effectiveness and strategic resource allocation.

Conclusion

Together, these twelve financial ratios create a multidimensional view of a practice’s financial health. They illuminate strengths, expose vulnerabilities, and guide leaders toward informed decisions. When monitored consistently, these metrics help ensure that the practice remains financially sound, operationally efficient, and well‑positioned to deliver high‑quality care. In an environment where reimbursement models, patient expectations, and regulatory demands continue to evolve, a disciplined approach to financial analysis is not just beneficial—it is essential for long‑term success.

COMMENTS APPRECIATED

EDUCATION: Books

SPEAKING: Dr. Marcinko will be speaking and lecturing, signing and opining, teaching and preaching, storming and performing at many locations throughout the USA this year! His tour of witty and serious pontifications may be scheduled on a planned or ad-hoc basis; for public or private meetings and gatherings; formally, informally, or over lunch or dinner. All medical societies, financial advisory firms or Broker-Dealers are encouraged to submit an RFP for speaking engagements: CONTACT: Ann Miller RN MHA at MarcinkoAdvisors@outlook.com -OR- http://www.MarcinkoAssociates.com

Like, Refer and Subscribe

***

***

Filed under: iMBA, Inc. | Tagged: | Leave a comment »