Prepared for Patrick — May 2026
The PodWorx
Media Director
A unified strategy to transform the Nevada State Medical Association into the most visible, influential, and modern medical society in the nation.
A Critical
Inflection Point
The Nevada State Medical Association is at a crossroads. Founded in 1875, they are the state's oldest and largest physician advocacy organization. They have secured significant legislative victories — the recent GME funding bill signed by Governor Lombardo, medical malpractice protections, and scope-of-practice defenses.
But their public-facing brand has not evolved in 50 years. With only 17–18% of Nevada's physicians as members, the organization is failing to capture the modern, employed physician. Their digital presence is fragmented across three separate county-level websites. Their media strategy is non-existent. Their brand feels stale.
Executive Director Jackie Nguyen has expressed a clear desire to hand off all marketing and branding to a capable team. Past President Joey Adashek is already a champion of our approach and has introduced the idea to current leadership.
The Numbers
Years old — founded 1875
Annual revenue (FY 2024)
Separate county entities — fragmented voice
Video content strategy
"The opportunity is not just to build them a new website. It is to step in as their Media Director — orchestrating a comprehensive transformation."
This Is a Business Problem.
Not a Medical One.
Let us address something directly: we are not a medical company. We do not pretend to be. And that is precisely why this works.
What NSMA is asking for has nothing to do with medical knowledge. They already have that. Their physicians, their leadership, their policy staff — they possess 151 years of medical expertise. What they lack is someone who understands how to take that knowledge and turn it into a brand, a media presence, and a modern business operation.
Putting a brand out without video is a problem. Putting a brand out without addressing social media is a problem. Putting a brand out without knowing what your core product is and how to address your market with that product — these are business problems, not medical ones. The profession is irrelevant to the solution.
In fact, being outside the medical industry is our advantage. We see what they cannot. Medical professionals are too close to their own world to recognize that their brand has stagnated, that their messaging sounds like it was written in 1985, and that their digital presence communicates irrelevance to the very physicians they need to recruit.
The Division of Expertise
What They Provide
Medical knowledge. Policy expertise. Legislative priorities. Clinical credibility. Member relationships. Industry context. The what of their message.
What We Provide
Brand strategy. Video production. AI research. Social media. Market positioning. Audience engagement. Modern media distribution. The how of making it matter.
"Understanding a business problem and having the proper research and tools to fix it in today's world — that is our expertise. The industry is the variable. The methodology is the constant."
Specialists Under
One Banner
To solve a 50-year-old problem, NSMA doesn't need a traditional marketing agency. They need a Media Director who can orchestrate a team of elite specialists — each operating at the top of their field — unified under the PodWorx banner.
PodWorx / Livestream Las Vegas
The production muscle. High-end video, podcasting, and live-streaming capabilities that turn NSMA into a modern media company. Full studio facilities, professional equipment, and the technical expertise to produce broadcast-quality content on demand.
CreatAIv
The intelligence engine. AI-powered deep research, competitive analysis, legislative monitoring, and automated content distribution. The system that uncovers what others miss and builds the "hive mind" knowledge base that powers every strategic decision.
Notice You Marketing
The strategic brand architects. Jeremy and his team bring 70+ years of combined experience in brand positioning, fractional CMO guidance, and marketing strategy execution. They wrote the original NSMA proposal and understand the landscape deeply.
Rachel Gomez
The government affairs and community liaison. Deep expertise in nonprofit advocacy, legislative panels, and Nevada community coalition building. Former Director-level roles at the American Heart Association and Leukemia & Lymphoma Society. Active participant in the Governor's Healthcare Coalition. Congressional panel experience with Nevada legislators.
"We act as the central nervous system — directing the specialists, protecting the brand, and delivering the results. One point of contact. One accountability. Total coverage."
The Media Director
Framework
Four integrated pillars, each reinforcing the others. Not four separate services — one unified strategy with four areas of execution.
Brand Awareness & Unification
Consolidating the fragmented identities of Clark County, Washoe County, and the rural chapters into one cohesive, powerful state-level brand. The California Medical Association faced this exact problem — their website hadn't been updated since 2011, their logo family was disjointed, and their name lacked public recognition. In 2018, they launched a 'Next Generation' modernization that unified 37 county societies under one brand. NSMA needs the same transformation — but with modern video and AI capabilities that CMA didn't have access to.
Video Production & Media
Transforming NSMA from a traditional society into a 24/7 media platform. Utilizing PodWorx facilities to produce weekly physician spotlights, advocacy updates, legislative breakdowns, and event coverage that engages younger, employed physicians. No modern organization can build brand equity without video. NSMA currently produces zero video content — while their legislative wins go uncelebrated and their member stories go untold.
Research & Intelligence
Leveraging CreatAIv's AI systems to monitor legislative trends, track competitive medical societies nationwide, analyze membership data, and provide data-driven insights that inform NSMA's policy positions and membership drives. This is the 'hive mind' — a continuously learning intelligence layer that makes every other pillar smarter over time.
Government Affairs & Advocacy Amplification
Amplifying NSMA's legislative wins. Translating complex policy victories — like GME funding expansion and medical malpractice protections — into compelling public narratives. Rachel Gomez's deep experience in nonprofit advocacy, her connections through the Governor's Healthcare Coalition, and her congressional panel relationships provide the bridge between NSMA's policy work and public awareness.
Intelligence They Can't
Find Themselves
Why should PodWorx lead this? Because our intelligence layer has already conducted deeper research into NSMA's operational structure, financial position, competitive landscape, and strategic opportunities than their own internal teams have documented publicly in years. This is what the CreatAIv Research Lab produces — and it's already done.
We mapped the divide between their 501(c)(6) main advocacy body and their 501(c)(3) Scholarship Fund Corporation (EIN: 81-5179131) — a critical distinction for donor cultivation and fundraising strategy.
We analyzed their most recent Form 990s, identifying their $598,733 revenue baseline, $1.57M in total assets, and the urgent need for non-dues revenue diversification to sustain growth.
We tracked their 2025–2026 legislative successes — GME funding, malpractice protections, scope-of-practice defense — identifying exactly where their current marketing fails to capitalize on their wins.
"We found more about their organization in 48 hours than their own team has documented publicly in years."
The Full Research & Intelligence Report
Main Entity — 501(c)(6) Business League
- EIN: 88-0062147
- Tax-exempt since: November 1947
- Mission: "To promote the common interests of its members within the medical community" — "Advocating for High Quality Health Care for all Nevadans"
- Founded: 1875 by Nevada's pioneer physicians (11 years after Nevada's admission to the US)
- Incorporated: 1904 with the Nevada Secretary of State
- Tax Deductibility: Donations are NOT tax-deductible (501(c)(6) classification)
- NTEE Code: S41 — Promotion of Business
- NAICS Code: 813920 — Professional Associations
- Address: 6005 Plumas St, Ste 103, Reno, NV 89519
Scholarship Fund Corporation — 501(c)(3)
- EIN: 81-5179131
- Classification: Educational Organization
- Function: Distributes scholarships to medical students
- Relationship: The main NSMA transfers funds to this corporation to handle scholarship distribution
- Tax Deductibility: Contributions ARE tax-deductible
- Filing Requirement: Form 990 not required (income less than $25,000)
NV MedPac — Political Action Committee
A bipartisan political organization dedicated to defending Nevada physicians. In 2020, several regional medical PACs merged into this unified entity. Supports candidates who align with physician interests across party lines.
County Medical Societies (Affiliated Entities)
- • Clark County Medical Society (CCMS) — Las Vegas, 67% of NV physicians
- • Washoe County Medical Society (WCMS) — Reno, 22.4% of NV physicians
- • Carson-Douglas Counties Medical Society (CDMS)
- • Rural/Frontier Counties — 3.8% of NV physicians
Annual Reporting Mechanisms
Key Finding: NSMA does NOT publish a traditional standalone "Annual Report." Instead, their transparency comes through:
- • IRS Form 990 — Filed annually (fiscal year ending September)
- • Policy Compendium — Published annually (77+ pages of adopted policies)
- • Reports to the Nevada State Board of Medical Examiners
- • Annual Meeting proceedings (121st meeting: Sept 5–7, 2025, Renaissance Hotel, Reno)
- • Member newsletters
| Fiscal Year | Revenue | Expenses | Net Income | Net Assets |
|---|---|---|---|---|
| 2024 | $598,733 | $545,297 | +$53,436 | $1,483,148 |
| 2023 | $538,040 | $532,191 | +$5,849 | $1,273,210 |
| 2022 | $504,933 | $518,177 | -$13,244 | $1,193,579 |
| 2021 | $624,391 | $410,627 | +$213,764 | $1,291,612 |
| 2020 | $721,264 | $548,156 | +$173,108 | $991,094 |
| 2019 | $638,061 | $698,623 | -$60,562 | $792,137 |
| 2018 | $493,840 | $513,876 | -$20,036 | $841,326 |
| 2017 | $676,831 | $525,775 | +$151,056 | $823,080 |
| 2016 | $847,009 | $460,006 | +$387,003 | $634,414 |
| 2015 | $541,428 | $638,445 | -$97,017 | $63,187 |
| 2014 | $641,213 | $576,330 | +$64,883 | $567,034 |
| 2013 | $572,824 | $595,184 | -$22,360 | $535,984 |
| 2012 | $558,089 | $607,579 | -$49,490 | $612,890 |
| 2011 | $648,165 | $697,901 | -$49,736 | $635,263 |
FY 2024 Revenue Breakdown
| Source | FY 2024 | FY 2023 | % Change |
|---|---|---|---|
| Grants & Contributions | $410,988 | $422,700 | -2.8% |
| Program Services | $133,578 | $72,385 | +84.5% |
| Investment Income | $19,200 | $14,710 | +30.5% |
| Net Rental Income | $2,300 | $1,625 | +41.5% |
| Miscellaneous | $32,667 | $26,620 | +22.7% |
| Total Revenue | $598,733 | $538,040 | +11.3% |
Balance Sheet (FY 2024)
- Total Assets: $1,570,982 (+20.3% YoY)
- Total Liabilities: $87,834
- Net Assets: $1,483,148
Executive Director Compensation History
| Name | FY | Compensation |
|---|---|---|
| Sarah Watkins | 2024 | $130,039 |
| Sarah Watkins | 2023 | $92,796 |
| Jaron Hildebrand | 2022 | $109,300 |
| Jaron Hildebrand | 2021 | $101,436 |
| Catherine O'Mara | 2020 | $133,188 |
| Catherine O'Mara | 2019 | $96,525 |
| Catherine O'Mara | 2018 | $110,900 |
Current Leadership (2025–2026)
- President: Jay Morgan, MD
- Immediate Past President: Joseph Adashek, MD
- President-Elect: Jeffrey Roth, MD
- Secretary: Nick Fiore, MD
- Treasurer: Daniel Spogen, MD
- Executive Director/Chief Policy Officer: Jacqueline Nguyen, J.D.
- Membership & Community Liaison: Kathleen Stodtmeister
- Events & Communications Coordinator: Reese Howard
County Society Presidents (FY 2024 Filing)
- CCMS President: Mitchell Forman, MD (Clark County)
- WCMS President: Bayo Curry-Winchell, MD (Washoe County)
- CDMS President: Tessa Schwering, MD (Carson-Douglas)
- Rural Representative: Steve Lore, MD
Advocacy Commissions
- • Public Health Commission
- • Medical Practice Commission
- • Long Term Planning & Membership Commission
- • Government Affairs Commission
- • Diversity & Equity Commission
Key Observation
NSMA has experienced significant executive director turnover — three different EDs in six years (Catherine O'Mara through 2020, Jaron Hildebrand 2021–2022, Sarah Watkins 2023–2024, now Jacqueline Nguyen in 2025). This instability in leadership creates both a challenge and an opportunity for an external team to provide continuity in brand strategy.
California Medical Association (CMA) — "Next Generation" Modernization
CMA faced the exact same problem NSMA faces today. Their website hadn't been updated since 2011, their logo family was disjointed across 37 county medical societies, and their public-facing brand did not reflect their mission or modern capabilities.
What CMA Did:
- • Launched a complete "Next Generation" brand and website overhaul in 2018
- • Modernized logo and unified brand across all 37 county medical societies
- • Implemented personalized content (MY CMA), legislative hot lists, discussion forums
- • Created grassroots campaign tools and a social media ambassador program
- • Built a unified newsroom and content distribution system
- • Brand consistency cascaded to component societies and foundation
Result: CMA now has 44,000+ physician members vs. NSMA's approximately 1,300. While California is a larger state, the disparity demonstrates what's possible with proper engagement and modern branding.
The Direct Parallel to NSMA
- • CMA had the same problem: outdated brand, disjointed logo family, website not reflecting mission
- • CMA solution: intensive discovery process, unified brand across all entities, modern digital platform
- • NSMA has 3 separate outdated websites (Clark County, Washoe County, state level) — same fragmentation
- • NSMA needs the same unification PLUS a modern media strategy that CMA didn't have access to in 2018
- • The advantage: PodWorx brings video production, AI research, and streaming capabilities that didn't exist when CMA modernized
National Physician Employment Trends
The healthcare landscape has fundamentally shifted. This is critical context for NSMA's membership challenge:
- • 78% of physicians nationally are now employed by hospitals or corporations
- • Private practice ownership declined from 76.6% in 2012 to under 50% nationally
- • In Nevada, private practice physicians comprise less than 50% of the workforce
- • Hospital employment accounts for 25–30% in NV; corporate/PE arrangements represent 20–30%
- • NSMA's traditional value proposition was built for private practice physicians — a shrinking market
Nevada's Physician Shortage Context
- • Nevada ranks 45th nationally for active physicians per 100,000 population
- • 48th for primary care physicians
- • 49th for general surgeons
- • Total active practitioners: approximately 7,465
- • Geographic distribution: Clark County 67% (5,291), Washoe County 22.4% (1,670), Rural 3.8% (286)
- • This shortage creates opportunity: NSMA could position as a physician recruitment advocate
The Core Crisis (Validated Through Research)
- • NSMA has only 17–18% physician membership vs. 70% national average for state medical associations
- • Their digital presence: 3 separate outdated websites, minimal social media, zero multimedia strategy
- • No video content production whatsoever — in an era where video is the primary engagement medium
- • Legislative wins go uncelebrated; member stories go untold
- • Brand has not meaningfully evolved in 50 years
Recent Successes That Need Amplification (2025–2026)
- • GME (Graduate Medical Education) funding bill — passed and signed by Governor Lombardo
- • Medical malpractice protections strengthened
- • Scope-of-practice defense maintained
- • Student section created at Washoe County Medical Society — driving next-gen engagement
- • Medical students representing NSMA at Nevada Legislature
- • Active participation in 2025 Special Legislative Session on healthcare bills
These are significant wins that the public, potential members, and legislators never hear about because there is no media strategy to amplify them.
Membership Opportunity Analysis
- • Current: ~1,300 physician members (17–18% of 7,465 active NV physicians)
- • Achievable target: 3,700 members (50% penetration) = $2.96M in annual dues revenue alone
- • Untapped segments: employed physicians, APPs, residents, students, corporate partners
- • Revenue diversification potential: sponsorships, events, media monetization, consulting
- • Current revenue (~$600K) is almost entirely dues-dependent — a vulnerability
Technology & Media Gap
- • Three separate, outdated websites with no unified CRM or member portal
- • No multimedia content strategy — no podcasts, no video series, no streaming
- • Minimal social media engagement across all platforms
- • No personalized member experience or digital engagement tools
- • Communication limited to email newsletters and annual meetings
- • Younger physicians (employed, digital-native) have no reason to engage with the current platform
The Advocacy Evolution Needed
- • Traditional focus: Scope of practice, liability, reimbursement (still important)
- • New needs: Employed physician contracts, autonomy, performance metrics, work-life balance
- • Emerging: Telemedicine policy, AI integration in practice, misinformation countering
- • The advocacy message needs to be modernized AND amplified through media — both are missing
All findings are sourced from publicly available records and verified across multiple databases:
- • ProPublica Nonprofit Explorer — EIN 88-0062147 (Form 990 filings 2011–2024)
- • IRS Tax Exempt Organization Search (EOS)
- • Charity Navigator — Organization Profile
- • CauseIQ Organization Intelligence Platform
- • GuideStar/Candid — 501(c)(3) Verification (Scholarship Fund)
- • TaxExemptWorld — Entity Classification Records
- • Nevada Secretary of State — Business Entity Records
- • nvdoctors.org — Official NSMA Website & Publications
- • NSMA Policy Compendium 2024–2025
- • Nevada State Board of Medical Examiners — Meeting Minutes & Reports
- • California Medical Association — "Next Generation" Case Study
- • AMA Press Releases — Physician Employment Trends (2025)
- • Nevada Health Workforce Research Center — Physician Workforce Chartbook 2023
- • Advisory Board — Hospital-Owned Physician Practice Data (2025)
- • "Serving Medicine: The Nevada State Medical Association and the Politics of Medicine" — Richard G. Pugh (2002), University of Nevada Press
The Path
Forward
We propose a 90-day discovery engagement at $5,000/month to build out the full presentation, conduct in-person meetings with all three county entities, and ensure we have a comprehensive understanding of what NSMA needs before committing to a long-term scope.
This 90-day term funds the architecture phase: traveling to Reno to meet with Washoe County leadership, meeting with Clark County Medical Society in Las Vegas, connecting with the rural chapters, and holding strategy sessions with Jackie and the executive council to map exactly what this transformation looks like.
At the end of 90 days, we deliver a complete Media Director implementation plan — fully scoped, fully budgeted, and ready to execute. Jackie gets to offload the mental burden immediately, trusting a team of specialists to bring NSMA into 2026 and beyond.
Joey Adashek, past president and our champion, has already introduced this concept to current leadership. The path is open.
The 90-Day Discovery
In-person meetings with Clark County Medical Society leadership
Travel to Reno — meetings with Washoe County Medical Society
Connect with rural chapter leadership to understand their unique needs
Brand audit across all three entities — identifying gaps and opportunities
Strategy sessions with Jackie and the executive council
Deliver complete Media Director implementation plan — fully scoped and budgeted