The centerpiece
The monthly read.
After each close, we get on a call and walk your statements with you. Not a dashboard link. Not a PDF in your inbox. A conversation where someone points at a line and says: this moved, here's why, and here's the decision it points to.
Most owners have never had anyone do this. Within two or three months the effect is that you start reading the statements yourself — and that's the point. We're trying to make you literate in your own practice, not dependent on us.
Included
What the advisory covers.
- Monthly financial reviewThe read — a scheduled call walking the closed statements line by line, with the decisions they imply.
- Profitability analysisMargin by provider, service line, and location. Which work funds the practice and which is carried.
- Cash forecastingA rolling forward view so payroll, tax, and equipment payments never arrive as a surprise.
- Decision modelingHiring an associate, adding an operatory or suite, financing equipment — modeled before you commit, not after.
- Owner earningsWhat the practice actually pays you once salary, distributions, and add-backs are counted honestly.
- Exit & transition readinessClean books and a defensible earnings number, built over years rather than assembled in a panic.
Who it's for
You're probably ready if…
- You're making six-figure decisions on instinct.Adding a provider, signing a lease, financing equipment — and you're not modeling it first.
- Revenue is up and cash doesn't feel like it.Almost always a collections, deferred revenue, or overhead problem hiding in plain sight.
- You're within a few years of selling or transitioning.The earnings number you'll be valued on is being built right now, whether you're managing it or not.
Questions
Frequently asked.
What does a CFO do that a bookkeeper doesn't?
A bookkeeper makes sure the numbers are accurate and on time. A CFO interprets them into decisions — forecasting, pricing, hiring, capital purchases, and growth planning. Most practices need bookkeeping-level accuracy beneath any CFO-level strategy, which is why we do both.
How often do we actually meet?
Monthly at minimum, on a scheduled call after the close. Practices going through something specific — an expansion, an associate buy-in, a sale process — usually move to twice monthly for that stretch.
When is a practice ready for CFO advisory?
When you're making decisions bigger than the information you have. Adding a provider, opening a second location, buying equipment on financing, deciding whether to take a DSO or corporate offer. If the decision is six figures and you're guessing, it's time.
Can you help us prepare to sell the practice?
Yes. Clean books and a defensible owner-earnings number are the difference between a valuation you accept and one you negotiate. That work is best started two to three years before a sale, not two months.
How quickly does this start being useful?
The first read usually surfaces something in month one — most commonly a collection gap or an overhead line the owner had never seen isolated. The forecasting and modeling get meaningfully better once we have a few closed months of trustworthy data behind us.
Book a call
Let's talk about your practice.
Twenty minutes, no obligation. We'll tell you honestly whether we can help — and what cleaner, practice-aware books would change for you.
Book a call