Oversight has to be real
A medical director who has never reviewed a chart protects no one — not the patient, not the practice, and not the physician. If the oversight is not evidenced, it did not happen.
About spacompliance.com
Medical direction and compliance built for one industry, by people who work in it.
Our position
Compliance is a clinical problem before it is a paperwork problem
The aesthetic industry grew faster than the rules that govern it. Devices and injectables moved out of dermatology and plastic surgery practices and into retail settings, and the regulatory framework — written for hospitals and physician offices — had to be applied to businesses that do not look anything like either.
That gap is where most med spa risk lives. Owners are not cutting corners on purpose; they are operating a medical practice using a retail playbook, with advice assembled from suppliers, other owners and whatever a previous employer happened to do.
We exist to close that gap properly: a licensed physician with real authority over the clinical side, protocols written for the actual service menu, delegation decided in advance rather than improvised, and documentation that exists before anyone asks for it.
How we work
- We start with an honest assessment, even when it costs us the engagement
- We match a physician licensed in your state, and you meet them first
- We write documentation for your menu, never from a template library
- We keep oversight evidenced — reviews, minutes, training records
- We tell you when a question needs a lawyer, and work with yours
- We re-verify your state's rules annually, and when your menu changes
What we believe
Three convictions that shape every engagement
The state is the unit of analysis
National templates are the root of most of the non-compliance we find. Ownership, delegation and supervision are decided state by state, and the differences are not cosmetic.
Saying no is part of the service
The most valuable thing a compliance partner does is decline to approve something indefensible. An engagement that ends in a difficult conversation beats one that ends in a board complaint.
Find out where your practice actually stands.
A short, no-obligation review of your service menu, your staffing and your state's rules — and a clear written list of what is compliant, what is not, and what to fix first.