Faraz Luni MD Consulting PLLC is a physician consulting practice working out of its Southfork Dr room at 732 E Southfork Dr, Draper - 84020-8551, United States (US). The practice coaches clinicians through clinical skills, chart review and exam preparation with structured, evidence-aware sessions. Every engagement ends with a written plan that the clinician keeps. See the six consulting tracks →
Request a consulting consultationMost clinical growth happens in small, repeatable acts: opening the note, reading the reasoning back to yourself, noticing where the story and the data disagree, and writing a cleaner plan the next time. Faraz Luni MD Consulting PLLC exists to make those acts deliberate. The practice is not a clinic chain and it does not sell software. It is a single physician consultant working with individual clinicians, small groups and training programs that want their skills audited honestly and rebuilt with intent.
The work is grounded in the day to day texture of professional practice. A resident preparing for a skills assessment needs a room, a coach and a clear list of what to fix. An attending returning after a career break needs a gentle re-entry plan with chart review coaching and procedure video review. A program director needs an outside set of eyes on a curriculum and a study plan that the trainees can actually follow. These are the requests that arrive at the Southfork Dr consulting room, and these are the requests the practice was built to answer.
Because the practice is deliberately small, the consultant teaches the same material that is practiced. Sessions are not delegated to junior staff and no scripted package is sold with a fixed number of slides. Each engagement starts with a listening session, moves through structured observation and rehearsal, and closes with a signed consulting note that records what was observed, what was agreed and what comes next. Clinicians leave with something they can read again in six months and still recognize as their own work.
The practice also serves the wider professional scientific and technical services sector as a quiet specialist. Computer integrated systems design and other technical teams occasionally ask for help understanding how clinical reasoning is documented, how review meetings are structured and how evidence is weighed. Those requests are handled through the same consulting tracks described on the services page, adapted to a non-clinical audience without changing the underlying method.
The first engagement usually spans four to six weeks. It begins with a ninety minute intake conversation, continues through two or three observed sessions, and closes with a written plan and a follow up call. Nothing is recorded without written consent, and nothing leaves the consulting room without the clinician having read it first.
Sessions are held in the Southfork Dr consulting room or by secure video for clients outside the Draper area. Each session runs between sixty and one hundred twenty minutes. Preparation is sent two days in advance, and a short written summary follows within two business days. The full method is described on the services page, and scheduling questions are answered on the contact page.
Bring one chart you are proud of and one chart you are not. Bring any exam dates, assessment rubrics or program requirements that shape your timeline. Bring the two questions you most want answered. That is enough to begin.
Hands on, observed practice of the history, the physical examination and the closing conversation, built around the specific skills your assessment rewards. Intensives run across a half day or a full day and end with a scored checklist and a rehearsal plan. Read the full track description.
A guided reread of your own notes, one chart at a time, focused on reasoning, clarity and the decisions that shaped the plan. Coaching pairs a structured rubric with plain conversation so that improvements stick. Read the full track description.
Time-boxed preparation blocks that combine question review, taught content and spaced repetition around a realistic calendar. Each block is mapped to the exam blueprint and rebuilt when your performance data changes. Read the full track description.
Small evening gatherings in which clinicians present a case, defend the reasoning and hear structured feedback from peers and the consultant. The format trains the mouth as well as the mind. Read the full track description.
Frame by frame review of consented procedure recordings, with attention to set up, sterile field, instrument handling and the pauses that reveal hesitation. Reviews are confidential and end with a short practice list. Read the full track description.
An honest outside audit of the plan you already have, scoring whether it fits your available hours, your weak domains and your exam date. The audit returns a revised weekly schedule and a short list of what to drop. Read the full track description.
Each track can stand alone or be combined. Most clinicians begin with a clinical skills intensive or a chart review coaching block and add board exam prep as the exam date nears. Programs often pair case conference evenings with study plan audits for a whole cohort.
The winter board preparation cohort now has open seats, and clinicians who reserve early receive a written study plan review before the first evening session. Reserve a place or ask a question.
The layout of this practice is borrowed from the place where clinical judgment is actually built: the desk where the chart is opened, the rhythm is traced and the note is signed. That is not decoration. It is a description of method. When a clinician sits at the desk with a consultant, three things happen in sequence. The chart is opened and read without interruption. The reasoning is traced back to the observations that produced it. The note is signed with a plan that can be defended out loud.
Every engagement begins with observation rather than advice. The consultant watches a history, a chart review or a recorded procedure before offering a single recommendation. This keeps the coaching specific and prevents the generic advice that clinicians so often receive and quickly forget.
Observation also protects the clinician. When feedback is anchored to something that actually happened in the room or on the recording, it is easier to hear and easier to test. The consultant writes down what was seen, not what was assumed, and the clinician is invited to correct the record at every step.
The second habit is deliberate language. Clinicians are coached to say the reasoning out loud, in the same words they would use to a colleague at the bedside. If the reasoning cannot survive being spoken, it usually needs another look before it is written.
This habit pays off in examinations, where the examiner is listening for structure, and in everyday practice, where a clear spoken summary saves time for everyone in the room. It also pays off in documentation, where the note becomes a record of decisions rather than a list of activities.
A ninety minute conversation establishes goals, timeline, prior attempts and the constraints that shape the plan.
Two or three observed sessions or recordings give the consultant real material to work with.
Targeted practice with immediate feedback, repeated until the new habit survives a little pressure.
A written consulting note records the findings, the agreements and the next review date.
It is an educational and professional consulting service. The practice does not provide medical care to any person, does not diagnose or treat any condition, and does not take responsibility for the care that a client delivers. Everything offered is coaching, review, teaching and planning for the clinician as a professional learner.
Very. Charts and recordings are reviewed only with written consent, are never shared with third parties, and are returned or destroyed at the end of an engagement according to the client preference recorded at intake. The practice keeps only the consulting notes it writes about the coaching itself.
Yes. Group engagements combine a curriculum audit with case conference evenings and study plan audits for a cohort. Group work is scheduled in blocks so that the consultant can observe each participant at least once before writing the summary.
The plan is revised. Every engagement includes at least one scheduled review, and the consultant will rebuild the schedule when the data says it is not holding. Adjusting a study plan is a sign of good judgment, not a failure of the client.