Your practice deserves financial clarity
Accurate financials, CFO-level perspective, and the insight to know what’s working, what isn’t, and where to invest next.
MedPraxis CFO provides practice-specific bookkeeping, monthly financial reporting, CFO advisory and strategic planning for owners who want to understand their numbers and make better decisions.
What we do
Accounting & Monthly Close
Know the numbers are right
Clean books, closed on an agreed date each month. The foundation everything else is read from.
Accounting & close →CFO Advisory
Know what the numbers mean
What moved, what caused it, and what it means for the decision in front of you.
CFO advisory →Strategic Planning & Coaching
Know what to do next
Priorities your team can execute, and a rhythm that keeps them alive between quarters.
Strategic planning & coaching →You have invested much of your life in building this practice. You want your patients to get the care they need, while you reach your own goals and the practice keeps growing.
Patient care, practice finance, and planning are all critical to your success, but different capabilities.
We understand your goals and partner with you while you practice, growing the practice through expansion, financing or acquisition, and supporting you when it is time to transfer ownership to a family member or a buyer.
Each of those is a different decision with different numbers behind it. Taken together rather than one piece at a time, they compound, into the practice you run now, and into what it is worth when you leave it.
Sample insights
- Collections, not billingsWhat actually arrived, by payer, with the lag visible. The distance between what you earned and what you were paid is where most practice revenue goes, and you should be able to see it every month.
- Prepaid work carried as a liabilityMembership plans, care packages, wellness plans, program enrollment. You see what portion of the bank balance is genuinely yours to spend and what is still owed in care.
- Margin by provider and service lineWhich parts of the practice fund the rest, and which are being carried. Blended totals cannot tell you whether a hire is working or a service line is worth the chair time.
- Utilization against fixed capacityChairs, lanes, rooms, hours. What the space and the schedule are actually earning, so expansion is a calculation rather than a hunch.
The questions owners actually ask
- Production was our highest ever. Why didn’t owner earnings move?
- Is my newest provider contributing margin, or absorbing it?
- The schedule is full. Why isn’t profit following?
- Payroll keeps climbing. Is it headcount, mix, or scheduling?
- Am I paying myself market, and what would time away actually cost?
- Is the practice worth more than the income it pays me?