CFO services for medical practices and physician groups.
A physician group is several businesses sharing a roof: each provider, each location, each ancillary line has its own economics. We bring finance leadership that measures them separately and manages the whole — through associate-to-partner transitions, payer shifts, and expansion.
The finance problems that define this segment.
Profitability is averaged.
Revenue per provider is known; profit per provider after compensation, support staff, and allocated overhead usually is not — so the group cannot see which providers, sites, or service lines carry it.
Receivables cycles vary by payer and nobody owns them.
Days in receivables of 45–60 with denials in the low teens is treated as normal rather than as a managed number.
Associate-to-partner transitions are priced by precedent.
Buy-in valuations, income-distribution formulas, and buy-out terms set years ago and applied to a group that has changed.
Ancillary revenue is under-measured.
Imaging, labs, infusion, procedures, and retail lines are launched for convenience and never given their own profit and loss statement, equipment payback, or compliance cost.
Value-based contracts arrive without measurement.
Quality bonuses, shared savings, and capitation offered to groups that cannot yet track the metrics they are paid on.
Capital decisions lack a model.
Equipment, build-outs, and new locations financed on the strength of demand alone, without break-even or cash requirement.
Owner compensation hides the business's profit.
Partners are paid what is left; nobody knows whether the practice returns anything beyond wages.
How we run finance here.
- Per-provider and per-site profitability monthly, with support-staff and overhead allocated on defined drivers.
- Revenue cycle management metrics — first-pass acceptance, denial rate by reason, days in receivables by payer, patient-balance collection — owned and trended.
- Payer contract calendar and negotiation cases built on cost per visit and access data.
- Partner economics — market-rate compensation for clinical and administrative roles, practice profit stated separately, buy-in and buy-out models refreshed to current value.
- Ancillary line reporting — each line with revenue, direct cost, allocated cost, equipment payback, and compliance cost.
- Value-based readiness — measurement infrastructure, attribution, and contract modeling before signing.
- Capital planning — equipment and site models with utilization ramp, break-even, and cumulative cash.
- Accrual close and management pack by business day 10.
Key metrics we build and report.
| Metric | What it tells you |
|---|---|
| Contribution margin per provider and per site | Where the practice actually earns |
| Visits per provider-day and work relative value units | Productivity |
| Net collection rate by payer | Reimbursement reality vs. contract |
| Days in receivables and denial rate by reason | Revenue cycle health |
| Patient-balance collection at time of service | Front-desk discipline |
| Ancillary line margin and equipment payback | Whether convenience lines pay |
| Support staff per provider and cost per visit | Overhead efficiency |
| Value-based metric attainment | Bonus and risk exposure |
| Partner compensation vs. market and practice profit | True return on ownership |
Worked example.
A 12-provider multi-specialty group, three sites, $14.6M revenue, two ancillary lines.
The plan: revenue cycle overhaul on the largest payer; site-3 schedule and staffing redesign with a 90-day decision point; imaging utilization program or exit; partner compensation restated to market with a distribution policy; buy-in formula refreshed.
Where we’ve done this.
Independent groups growing from a founding partnership to multi-site organizations; specialty practices adding ancillary lines; groups navigating partner transitions and buy-outs; sponsor-backed physician platforms integrating acquired practices. Pattern-level only.
We have a practice manager and a billing company. What do you add?
The layer above them: economics by provider and site, ownership of the revenue cycle numbers, partner economics, capital models, and a monthly pack the partners can act on.
Can you value a partner buy-in or buy-out?
We model practice value and distribution formulas for the partners' decision; formal valuations for legal proceedings are referred to a qualified valuation specialist.
Do you work with management services organizations?
Yes, including the reporting structures between the clinical entity and the management company.
What about tax?
We coordinate with your tax advisor on entity structure, distributions, and planning; we are not your tax preparer.
Further reading.
Owner Pay, Profit, and Distributions: Separating the Three in a Behavioral Health Practice
Why a behavioral health owner should pay themselves a market wage for the work they do, measure the practice's profit separately, and set a distribution policy — with a worked example of what changes.
Read article → InsightWhy Cash-Basis Books Mislead a Behavioral Health Practice — and What a Real Close Looks Like
How accrual accounting, revenue by date of service, and an allowance for uncollectible claims change what a behavioral health owner sees — with a worked comparison and a close checklist.
Read article → InsightValue-Based Contracts in Behavioral Health: What the CFO Needs Before Signing
How outcome-based and case-rate contracts change a behavioral health practice's economics — measurement infrastructure, risk exposure, a worked comparison to fee-for-service, and the questions to ask.
Read article →Insights for this vertical.
Tell us about the organization.
One conversation about where the numbers stand and what the next stage needs from finance. We will tell you where we can help, where you need someone else, and what it would cost.
The information on this page is provided for general informational purposes and does not constitute accounting, tax, legal, or investment advice. Reimbursement, licensing, and compliance matters in healthcare depend on payer contracts, state rules, and the specific facts of the organization and change frequently. Figures in examples are illustrative. See our full Legal Disclaimer.