Perspectives on CFO leadership & financial strategy.
Practical thinking on building financial clarity, protecting cash flow, and leading growth with discipline — across healthcare, SaaS, transactions, and the operating decisions in between.
Profit Centers in a Multidisciplinary Behavioral Health Group: Therapy, Psychiatry, Testing, Groups, Programs, and Locations — Why Each Needs Its Own Numbers and How to Allocate the Costs They Share
Therapy, psychiatry, testing, groups, programs, and sites each need their own numbers. How to build profit centers and allocate shared costs fairly.
Why Cash-Basis Books Mislead a Behavioral Health Practice — and What a Real Close Looks Like
On a cash basis, a great month is one where old claims happened to pay. On an accrual basis, a great month is one where the practice actually performed. Owners deserve the second.
Group Therapy Economics: The Highest-Margin Hour in the Practice, If It Is Run Properly
A well-run group earns two to three times an individual session per clinician hour. A poorly run one earns less than nothing. The difference is attendance discipline.
Value-Based Contracts in Behavioral Health: What the CFO Needs Before Signing
Payers are offering behavioral health groups bonuses for outcomes and case rates for episodes. The upside is real. So is the risk of signing a contract the practice cannot measure its way through.
Lender Readiness: How a Behavioral Health Group Gets — and Keeps — a Line of Credit
A line of credit sized to the receivables cycle turns payer delays from a crisis into a footnote. Getting one requires the practice to look like a business a banker can underwrite.
Acquiring a Smaller Practice: How to Value and Integrate a Behavioral Health Tuck-In
Buying a five-clinician practice looks like a shortcut to growth. It is one only if the clinicians stay, the contracts transfer, and the price reflects what actually walks in the door.
Owner Pay, Profit, and Distributions: Separating the Three in a Behavioral Health Practice
When the owner's paycheck, the practice's profit, and the money taken out are one blurry number, nobody knows whether the practice is worth owning.
Lease or Buy? The Real Estate Decision for a Behavioral Health Practice
Buying the building can be the best financial decision a practice owner makes, or the one that locks them into the wrong space at the wrong size. The analysis is the same either way.
Employer, School, and Employee Assistance Program Contracts: Business-to-Business Revenue for a Behavioral Health Group
Contract revenue from employers and schools can be the most predictable line in the practice. It can also be the most underpriced. The difference is how the contract is structured.
Out-of-Network or In-Network? The Financial Decision Behind a Behavioral Health Practice's Payer Strategy
The out-of-network model earns more per session and depends entirely on demand. The in-network model earns less and depends on volume. Most practices should choose deliberately rather than drift.
Internal Controls in a Growing Behavioral Health Practice: Where the Money Leaks and How to Stop It
Most practices discover a control failure the same way: months late, by accident, and for far more than they expected. The controls that prevent it cost almost nothing.
The 13-Week Cash Forecast for a Behavioral Health Group
Profit is an opinion; cash is a fact. The 13-week forecast is how a behavioral health group stops being surprised by its own bank balance.
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