CFO leadership for organizations built on care.
Clinical excellence doesn't guarantee financial health. Reimbursement lags, provider economics, and multi-site complexity can quietly erode strong practices. We bring dedicated CFO leadership to healthcare and wellness organizations — so the business stays as healthy as the care it delivers.
Financial leadership across the healthcare and wellness landscape.
Behavioral health & therapy groups
Session-level economics, clinician compensation models, and the operating discipline to scale from one location to many.
Medical & dental organizations
Receivables cycles, associate-to-partner transitions, and capital planning for equipment and expansion.
Med spas & aesthetics
Blended service and retail revenue, membership and package obligations, and margin visibility across offerings.
Fitness & wellness operators
Recurring membership models, labor cost structures, and location-level performance for multi-site growth.
Home health & care agencies
Labor-driven cost bases at scale, scheduling economics, and the true margins underneath them.
Allied health practices
Visit-based economics, payer-versus-cash mix, and financial groundwork for adding providers and locations.
Where healthcare finances break down.
- 01Revenue that arrives months after care is delivered — and books that can't say what's truly collectible
- 02Provider compensation structures that are easy to design badly and expensive to unwind
- 03Prepaid packages and memberships treated as income before the obligation is met
- 04Multi-site operations with no clear view of which locations create or destroy value
- 05Workforce classification exposure that compounds quietly until it surfaces
- 06Growth decisions — new sites, new providers, new service lines — made without a financial model behind them
Dedicated CFO leadership for healthcare operators.
Unit & site economics
Per-visit, per-session, and per-location profitability built into how the organization is managed, not assembled after the fact.
Payer & revenue strategy
Reimbursement mix, receivables discipline, and pricing decisions grounded in what each service line actually earns.
Provider compensation design
Comp models that align clinicians with the practice's economics — structured, documented, and sustainable.
Growth & de novo modeling
Rigorous financial cases for new locations, new providers, and acquisitions before capital is committed.
Financial infrastructure & controls
Reporting, close discipline, and internal controls that hold up as the organization scales.
Transaction & exit readiness
Preparing healthcare businesses for recapitalization, partnership, or sale — with financials that withstand diligence.
Run the business as well as you run the practice.
A focused conversation about your organization's economics is the fastest way to see what dedicated CFO leadership would change.