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The practices we work with
Four verticals, and a range of situations within each. If yours is on this list, the reporting we build already accounts for how you earn.
Who this is for.
We work with owner-operated healthcare practices where the accounting has to reflect something a general small-business chart of accounts does not handle: care collected before it is delivered, inventory carried against service revenue, or provider compensation that has to be read separately from staff cost.
That covers a wider range of practices than the four vertical names suggest.
Dental.
- Solo general practicesOne owner producing most of the revenue, with hygiene as a second profit center that is rarely isolated.
- Multi-location dental groupsConsolidated reporting with per-site contribution margin visible rather than blended.
- Orthodontic and periodontic practicesLong treatment arcs and contract balances that make revenue recognition a real question rather than a technicality.
- Practices with membership plansIn-house plans collected annually against care delivered across the year.
Veterinary.
- General small-animal practicesA service business and an inventory business under one roof, with blended margins hiding which is carrying the other.
- Specialty and emergency practicesHigher capital intensity, different staffing economics, and a referral relationship that shapes the revenue mix.
- Practices with wellness plansTwelve months of care collected up front and owed across the year.
- Multi-doctor and multi-site groupsProduction per DVM read separately from product revenue.
Optometry.
- Independent practices with an opticalClinical and optical as distinct profit centers with their own margin, inventory and capture rate.
- Practices with a medical mixVision and medical payers with different fee schedules, adjustments and payment lag.
- Multi-lane and multi-location practicesLane utilization against the capital the buildout consumed.
Mental health.
- Therapy and counselling group practicesMargin per clinician, which is effectively the whole business.
- Psychiatric practices with medication managementA different payer mix and a different cost structure from talk therapy.
- Practices adding credentialed cliniciansThe financing gap between a clinician starting work and a panel paying for it.
- Practices mixing insurance and self-payTwo collection behaviours that need reading separately.
Situations, as much as practice types
A good deal of the work is defined less by the vertical than by what is happening in the practice. We work with owners who are:
Where practices usually come to us.
- Bringing on an associatePricing the hire before the offer rather than discovering the economics afterwards.
- Opening a second locationA financing decision before it is a clinical one, tested against the cash forecast.
- Buying another practiceUnderstanding what the target actually earns once the seller’s compensation and capital spending are normalized.
- Approached by a DSO or platformKnowing what the practice looks like from the buyer’s side of the table before responding.
- Planning a transfer to family or a partnerA multi-year picture rather than a transaction.
- Simply unsure whether the numbers are rightWhich is the most common reason of all, and a legitimate one.
Frequently asked.
Do you work with practices outside these four verticals?
The reporting we build is specific to how these four earn. Practices outside them are usually better served by a firm that knows their model in the same detail.
Are we too small?
Practices vary widely in size. What matters more is whether the accounting has to handle deferred revenue, inventory or provider margin — if it does, the work is worth doing regardless of scale.
We already have a bookkeeper. Does that matter?
Usually not. The close and the read are one job here, so the numbers and their interpretation are not split between two firms.