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.
Payer Mix in Behavioral Health: Why Not All Sessions Are Equal
A practice's payer mix is its margin structure. Managing it starts with knowing what each payer actually pays after everything.
No-Shows and Late Cancellations: The Largest Margin Leak in Behavioral Health
A 15 percent no-show rate does not cost a practice 15 percent of revenue. It costs considerably more — and most practices never calculate it.
Receivables in Behavioral Health: Knowing What Is Actually Collectible
A large accounts receivable balance is not an asset until someone can say how much of it is real. Here is how to get to that number.
Opening a Second Location: The Financial Model Behind a Behavioral Health Expansion
The second location is where a behavioral health practice discovers whether its economics are repeatable or whether they were the founder.
Intensive Outpatient and Partial Hospitalization Programs: Census Economics and Cash Timing
Higher-level-of-care programs earn more per client day and carry more risk per client. The economics reward operators who manage census like a hotel manages occupancy.
ARR Is Not Revenue: The Distinction That Decides Your Valuation
ARR is a forward-looking metric; revenue is an accounting fact. Why conflating them misprices SaaS companies — and how to keep both honest.
Budgets That Survive Contact With Reality: A Better Annual Planning Process
Most annual budgets are obsolete by March. Driver-based models, honest targets, scenario ranges, and a cadence that keeps the plan alive.
Contractor or Employee? The Financial Exposure of Clinician Classification
The contractor model looks cheaper on the payroll line. The liability it builds does not appear on any line until it does.
Membership and Package Revenue: The Liability Hiding on Your Books
Prepaid memberships and packages are cash today but an obligation tomorrow. Why deferred revenue is a liability, and how to manage it.
Preparing a Behavioral Health Group for a Sale or Private Equity Investment
Buyers pay for earnings they believe. The preparation is making the numbers believable before anyone asks.
Why a Dedicated CFO Outperforms a Fractional One
Splitting a CFO across ten companies has a hidden cost: lost context. Why continuity changes the quality of financial decisions.
Five Financial Signals Every Growing Business Should Track
Profit on paper doesn't keep the lights on — cash does. Five indicators that tell you where your business actually stands.
No articles match this combination yet. Try clearing a filter.
Articles on this site are general information, not accounting, tax, legal, or investment advice. Figures and worked examples are illustrative and not a representation of any client's results. Your facts change the answer; consult a qualified professional before you act. See our full Legal Disclaimer.