It all started with one of those emails you know you can’t ignore.
“We’d love your expertise on a new project,” it said.
The message was from one of the higher-ups in administration, someone I’d only met a few times in passing, but who clearly had influence.
The project sounded interesting—something about developing a new patient care initiative to streamline chronic disease management.
I’d been in primary care long enough to know how broken the system is when it comes to managing chronic conditions, so I thought, why not?
It seemed like a chance to actually make a difference.
Plus, it didn’t hurt that it came with the promise of a stipend for my time.
Who out there ever says no to extra cash?
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The first few meetings were productive, even exciting.
I was pulled in alongside a few other doctors, some nurses, and a couple of the hospital’s data analysts. We threw around ideas, crunched numbers, discussed how to integrate better tracking systems for patients with diabetes, hypertension—you name it.
There was a lot of brainstorming, a lot of trial and error, but it felt like we were moving toward something that could genuinely improve care.
I was putting in extra hours, often late into the night after seeing my patients, trying to make this work.
I figured it would be worth it, both for the experience and the compensation.
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Weeks passed, and we were knee-deep in the work. We’d just finished developing the early stages of a pilot program when I got another email from administration. I assumed it was just the usual—maybe a follow-up or request for more data—but when I opened it, my stomach dropped. “We regret to inform you that the project has been cancelled.”
Cancelled. Just like that.
No explanation, no discussion.
The email went on about how they’d reevaluated their priorities and determined that the initiative no longer aligned with the organization’s “current strategic goals.”
They thanked me for my time and effort, of course, but that was it.
It was over.
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Who out there ever says no to extra cash?
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I sat there in disbelief. Weeks of work—hours upon hours of planning, research, collaboration—and they were pulling the plug just like that?
I felt a mix of anger and confusion, but what really floored me was when I reached out to inquire about the payment they’d promised.
That’s when I got dealt the final blow.
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The reply came swiftly, cold and corporate (from corporate headquarters, of course): “Given the project’s cancellation and the fact that it didn’t reach the implementation phase, we are unable to provide compensation for the work done.”
Unable to provide compensation? I’d worked on this for weeks! WTF.
I sacrificed time with my family, squeezing in late-night sessions after clinic, all under the assumption that I’d be compensated for my efforts.
Now, because of their sudden change of heart, they were just going to act like none of that mattered?
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I tried to push back.
I emailed, called, even reached out to a few people in administration to try and get some answers.
But the responses were all the same—vague, bureaucratic nonsense about “policy” and “budget constraints.”
It didn’t matter that I’d kept up my end of the deal, or that I’d invested significant time into what they had initially called a “priority initiative.”
In their eyes, the project didn’t pan out, so they owed me nothing.
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The thing that stung the most wasn’t even the money—although that part still makes my blood boil—it was the complete lack of respect for my time. For any of our time, really.
I wasn’t the only one who had worked on this; there were nurses, other doctors, people who had also dedicated themselves to trying to make something better for our patients. In the end, we were all left hanging, with nothing to show for it.
It makes you wonder, honestly, how administration views the work we do on the ground.
They talk a big game about patient care and innovation, but when it comes down to it, it’s all about the bottom line.
If it doesn’t fit their metrics or budget projections, they’ll drop it—no matter how many hours you’ve put in or how much you’ve invested emotionally and professionally.
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I wish I could say this was an isolated incident, but the truth is, it’s part of a bigger pattern I’ve seen over the years.
More and more, it feels like doctors are being treated like cogs in a machine, asked to do more with less, then discarded when the numbers don’t line up.
It’s disheartening.
I learned something important from this experience, though.
Next time administration comes knocking with some shiny new project, I’m going to be a lot more cautious.
I’ll get everything in writing, and I’ll make sure that if I’m asked to invest my time, it’s going to be valued properly.
Because in the end, our time is one of the most valuable things we have—and if they don’t respect that, then they don’t deserve it.
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