You built the practice. Give it the strategic financial leadership it demands.
We lead the finance function you already have. Your books get a standard. Labor, inventory, margin, and capital get owners and targets. Every decision that moves profit or practice value gets made with a partner already inside the numbers.
- $1M+in annual revenue
- 5+on the payroll
- 2+practitioners producing
For the practice that has outgrown the way it is run.
Practices at $1M and up, with two or more practitioners producing and five or more on the payroll. Often with a practice manager, and a bookkeeper or outside accountant already in place.
The work is getting done. What is missing is someone senior leading it, and turning it into decisions.
- General practice
- Multi-practitioner
- Specialty and referral
- Emergency and urgent care
- Multi-location
- Rehabilitation
- Equine
Smaller than that, with one or two practitioners and the owner still running the back office? Practice Finance is the program built for that.
We lead the finance function you already have.
Nobody is asking you to tear out the people who keep this practice running. We set the standard they work to, and we take responsibility for what the numbers say.
Your bookkeeper
Keeps doing the work, to a standard we set. A close calendar, a review process, and a chart of accounts built so service lines and doctor production can actually be read.
Your practice manager
Gains a financial partner. Targets for labor, inventory, and schedule capacity, and a scoreboard they can manage against week to week instead of guessing.
Your CPA
Stays your CPA. We lead the tax strategy through the year and hand them a planned position, with entity, compensation, and distributions already worked out.
At this size, growth is usually hiding a labor problem.
A practice crosses $1M and the instinct is to add. Another associate, two more support staff, longer hours. Revenue climbs, the schedule fills, everyone is busy, and somehow the bank balance does not move.
It rarely means the practice is failing. It usually means labor grew ahead of production, that associate compensation is set against revenue nobody has traced back to a provider, and that the support ratio was built for the practice you had three years ago.
You cannot see any of that in a profit and loss statement organized for a tax return. It only shows up when the numbers are built to answer operating questions: who produced what, at what cost, with what left over.
Revenue tells you the practice is busy. Structure tells you whether being busy is worth it.
Four levers decide what a practice this size actually earns.
Most practices at this stage are run on revenue and instinct. These four are where the money is made or quietly lost, and each one gets a number, an owner, and a review that happens whether or not the week was busy.
Labor against production
The largest cost in the practice, and the one most often set by feel. We tie compensation and staffing to what each provider and each shift actually produces, so hiring an associate is a modeled decision with a break-even date, not a hopeful one. When production per doctor hour falls, you know before payroll tells you.
What we hold it againstProduction by provider, compensation as a share of what each one generates, support ratio, and hours scheduled against hours that earn.
Inventory and purchasing
Cash sits on shelves in this industry more than in almost any other. We set the ordering discipline, hold vendor pricing to account, and watch what is bought against what is used, so the practice stops financing product it will not touch for months.
What we hold it againstDrugs and consumables as a share of revenue, inventory turns, vendor pricing against terms, and shrink between count and use.
Margin by service line
Surgery, dentistry, imaging, rehabilitation, wellness plans, and retail do not earn the same way, and averages hide which one is carrying the practice. We build the reporting to separate them, then price, staff, and schedule around the ones that pay.
What we hold it againstRevenue and direct cost by service line, margin per appointment slot, average client transaction, and the true cost of a discounted plan.
Capacity and the schedule
A full schedule is not the same as a profitable one. We look at the practice as capacity to be sold, find where slots leak, and make sure the highest-value work gets the room it needs before the calendar fills with everything else.
What we hold it againstAppointment slots filled against slots available, provider utilization, missed and cancelled revenue, and the mix that fills the book.
A senior partner in the work, on a rhythm you can count on.
This is not a report that lands in your inbox and waits for you to interpret it. It is a standing seat in how the practice is run.
Every month
A financial package built for operators, not filers, and a working session on what it says. Where the month landed, why, and the two or three moves that matter before the next one closes.
Every quarter
A strategy review of the levers, the plan against actual results, the tax position, and the decisions in front of you. Capital, hiring, pricing, ownership.
Every year
A budget and an operating plan the whole team can be held to, built from capacity and production rather than last year plus a percentage.
Whenever it matters
A lease, an equipment purchase, an associate offer, a corporate approach. You get a partner already inside your numbers, not a stranger asking for three years of statements.
Know what the practice is worth while you still own it.
Corporate groups keep calling, and most offers are priced off numbers an owner has never seen clean. Practice value is not something to discover at the end.
The same work that makes a practice run better is what makes it worth more: earnings that hold up under scrutiny, a team that does not depend on you being in the building, and books a buyer cannot argue with. We track what it is worth as you go, so you can judge any offer on its merits, or turn it down with confidence.
We read the practice you have
We start with the numbers your team already produces and tell you plainly what they do, and do not, tell you about how this practice operates.
We set the standard
The close calendar, the chart of accounts, the reporting, and the controls get rebuilt to answer operating questions. Your team is led to that standard.
We put the levers under management
Labor, inventory, margin, and capacity each get a target, an owner, and a review, and you start seeing the practice the way we see it.
We lead from the table
Monthly leadership, quarterly strategy, and a partner in the room for every decision that moves profit, cash, or what the practice is worth.
And the terms stay simple.
Month to month
Every engagement runs month to month. No annual contract, and no lock-in.
Cancel anytime
End it whenever you choose. No penalty, and no exit fee.
100% money-back guarantee
If a month of our work is not what we promised, we refund that month in full.
How we price, how we work alongside your CPA, and what we are not: the questions we get asked most.
Stop Guessing. Start Deciding.
You built a practice worth owning. It should be paying you like one. If it isn’t, the problem isn’t your medicine, it’s the financial system underneath it. Let’s rebuild it.
Or call (908) 223-5570