10. Real Opportunities vs. Time Thieves: How to Evaluate Requests for Your Expertise

As a healthcare entrepreneur, there’s no shortage of requests for your time. Maybe it’s an invitation to join a medical advisory board, a chance to speak at a conference, or a call to volunteer your expertise. (And let’s be honest, it feels good to be asked!)

But here’s the catch: every “yes” comes with a cost. And when you’re in the thick of building your business, your time is the single most valuable asset you have. Say yes too freely, and you risk giving away hours (and energy) that should be fueling your growth.

Recently, a client of mine was offered a seat on the advisory board of a nonprofit. On paper, it seemed like a perfect fit. Yet once we dug deeper, the opportunity wasn’t quite so straightforward. Should she be compensated for her expertise? Could it create conflicts of interest down the road? Or worse…. would it end up as a shiny distraction pulling her away from her goals?

How to Evaluate Any Advisory Board or "Expert" Opportunity: A 5-Step Framework

As a healthcare entrepreneur, there's no shortage of requests for your time. Maybe it's an invitation to join a medical advisory board, a chance to speak at a conference, or a call to volunteer your expertise. (And let's be honest, it feels good to be asked!)

But here's the catch: every "yes" comes with a cost. And when you're in the thick of building your business, your time is the single most valuable asset you have. Say yes too freely, and you risk giving away hours (and energy) that should be fueling your growth.

Recently, a client of mine was offered a seat on the advisory board of a nonprofit. On paper, it seemed like a perfect fit. Yet once we dug deeper, the opportunity wasn't quite so straightforward. Should she be compensated for her expertise? Could it create conflicts of interest down the road? Or worse…. would it end up as a shiny distraction pulling her away from her goals?

Here's the exact 5-step framework I walked her through, and that you can use to evaluate any opportunity that comes your way.

Step 1: Understand the Business Model

The Question: What's the real revenue structure, and who ultimately benefits?

When my client mentioned this was a nonprofit, I immediately wanted to understand why they chose that structure. Nonprofits don't have shareholders, so there's no equity to offer. But that doesn't mean there's no money being made.

What to Ask:

• What's your revenue model?
• Why did you choose nonprofit status for this venture?
• Do you plan to license any technology or IP to for-profit organizations?
• How will the organization sustain itself long-term?

Red Flag Example: If they're developing technology as a nonprofit but plan to license it to for-profit companies, you need to understand whether this is a genuine mission-driven choice or a strategy to protect intellectual property while minimizing costs (by using volunteer experts).

Step 2: Clarify Intellectual Property Ownership

The Question: Who owns what you'll be helping to create?

This is where many people get burned. You contribute your expertise, help develop something valuable, and then discover an individual (not the organization) owns the rights to what you helped build.

What to Ask:

• Who will own any intellectual property developed during my tenure?
• If it's owned by an individual, what's their relationship to the organization?
• How will my contributions be used both now and in the future?
• Are there any licensing agreements between individuals and the organization?

Example from My Client's Case: We needed to know whether the nonprofit would own the technology they were developing, or if a founder/individual would retain ownership and potentially license it back to the nonprofit. This dramatically changes what your expertise is actually supporting.

Step 3: Assess Conflict of Interest Realistically

The Question: What are the actual restrictions, and do they align with your business goals?

My client worried that joining this board might prevent her from working with similar organizations. But outside of academia, conflict of interest is really about money flow and self-dealing, not maintaining some pristine independence.

What to Understand:

• What constitutes a conflict of interest in their view?
• Will you need to disclose other professional activities?
• Are there restrictions on working with competitors or similar organizations?
• What happens if a potential conflict arises during your tenure?

Reality Check: You likely won't be prohibited from all related work. The real concern is whether you're steering business toward yourself or others, or using your position for personal financial gain.

Step 4: Evaluate Strategic Value to Your Business

The Question: How does this specifically advance your business goals?

This is where most people get tripped up. They focus on how it feels to be asked rather than how it serves their business strategy.

Legitimate Business Reasons:

• Builds credibility in your specific field
• Connects you with your target network
• Provides speaking/visibility opportunities
• Offers learning experience for future ventures
• Opens doors to paid consulting opportunities

What My Client Considered:

• She was transitioning from employed to entrepreneurial work—would this help shift her mindset?
• Could she leverage the "medical advisory board member" title for future opportunities?
• Would the network connections serve her target market?

Not Business Reasons: "It feels good to be asked," "It looks impressive," or "I should give back." These are fine motivations, but call them what they are: personal choices, not business strategy.

Step 5: Apply the Ultimate Business Test

The Question: Will this help you build your business faster or better?

After working through all the details, this is the question that cuts through everything else. Every other consideration is secondary.

How to Evaluate:

• Does this directly connect you with potential clients or referral sources?
• Will the experience genuinely accelerate your learning curve?
• Can you quantify the networking or credibility benefits?
• Is the time investment proportional to the potential business impact?

My Client's Reality Check: She was in the early stages of starting her clinic. The 2-4 hours monthly, plus quarterly meetings, plus prep time meant roughly 8-10 hours per month. Could those hours be better spent directly building her practice?

Protecting Yourself from Future Resentment

If you decide to move forward, set yourself up for success:

Set Clear Boundaries: Know exactly how much time you're committing and stick to it.

Define Success Metrics: What do you want to get out of this experience? Network connections? Speaking opportunities? Learning experiences?

Regular Check-ins: Every quarter, ask yourself if this is still serving your goals or if it's become a distraction.

Exit Strategy: Understand how and when you can step away if circumstances change.

Most opportunities that come your way will be distractions disguised as stepping stones. They sound impressive, feel flattering, and seem like they should be good for your business. But successful entrepreneurs get ruthless about protecting their time and energy for activities that directly build their business.

The goal isn't to never say yes, it's to say yes intentionally, with full understanding of what you're gaining and what you're giving up.

My client is still deciding what to do with her opportunity. But now she has a framework to help her confidently decide which invitations to accept and which ones to politely decline. This way, every “yes” will strengthen your vision, instead of pulling you away from it.

If you’re ready to get strategic about what deserves your time and build a practice that actually serves your goals, I'd love to help. You can email me at [email protected] or book a free discovery call at www.amandasabicer.com.