Advisory
Regular meetings about forecasts, hiring, and big purchases, built on your own books, so decisions about the future of your practice aren't based on guesswork.
What This Is
Most practice owners trained to be clinicians, not to run a business. Even so, every few months a decision comes up that will shape the practice for years. Should you hire another provider? Is it time to buy the laser your patients keep asking about? Should you sign a lease on a second location? These decisions often get made late at night with a rough spreadsheet and a gut feeling.
Advisory gives you a standing meeting with someone who knows your numbers. We meet on a regular schedule, usually monthly, and look at where the practice is headed. Because we already keep your books, the conversation starts with real figures instead of estimates pulled from memory.
Forecasts
Forecasts
We build a forward look at revenue, expenses, and cash for the next twelve months. For practices that bill insurance, that includes the lag between seeing a patient and getting paid, along with the slower collections many practices see in January when deductibles reset. For membership practices, it means tracking renewals and cancellations. We update the forecast as the year unfolds.
Hiring and Big Purchases
Hiring and Big Purchases
Before you add a nurse practitioner, a front desk hire, or a major piece of equipment, we work out what it really costs and how long it takes to pay for itself. That includes payroll taxes, benefits, financing, and the tax effect of when you buy. You see the tradeoffs clearly before you commit.
Why It Matters
Your bookkeeping tells you what already happened. That is useful, but it does not tell you whether you can afford another provider in the spring, or whether a $120,000 device will strain cash through the summer. Looking back and planning ahead are two different jobs.
Many owners only get financial input once a year when the tax return is prepared. By then the decisions are made and the money is spent. Mistakes in this area rarely show up right away. They show up six months later as a tight payroll week or a loan payment that is harder to make than you expected.
Hiring Too Early or Too Late
Hiring Too Early or Too Late
A new provider can take months to build a full schedule, and you are paying them the whole time. Hire before the demand is there and cash runs thin. Wait too long and your current team burns out while patients wait weeks for appointments. Timing matters as much as the decision itself.
Purchases That Don't Pay Off
Purchases That Don't Pay Off
Equipment vendors are good at showing what a device could earn. They are less interested in how many treatments you need each month just to cover the payment. Without a realistic estimate, a purchase meant to grow revenue can turn into a monthly cost the practice struggles to carry.
What Changes
You stop making big decisions alone. Each month you sit down with someone who knows your practice, has seen your numbers, and can tell you plainly whether a plan holds up. When something comes up between meetings, you can reach the same person instead of starting over with someone new.
Our Chief Information Officer, Marc Eastin, is a practicing neurosurgeon who also owns a business. He knows how little time a physician has to think about the finances of a practice, and this service is built around that reality. Meetings are focused and practical. You leave with a decision, or with the specific information you need to make one.
Decisions Based on Your Numbers
Decisions Based on Your Numbers
Forecasts come from your own books, which we keep current every month. Hiring plans reflect your actual payroll costs. Purchase decisions reflect your real cash position and the effect on your tax bill. You are working from facts specific to your practice, not industry averages.
Help With the People Side
Help With the People Side
When the forecast says it is time to hire, we can help with that too. Marcella Nichols, our President, spent seven years in recruiting and HR before leading the firm. We can help you plan the cost of a new staff position and think through the role. How providers are compensated stays with you and your healthcare attorney, since those arrangements fall under medical compliance rules.
A Family-Run Firm Since 1995
Let's Talk About
Your Practice
Tell us about your practice and where you could use some help.
