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.
Opening an Urgent Care Site: The Retail Lease That Requires 38 Visits a Day Before Anyone Is Hired, Payer Credentialing by Location, the Twelve-to-Eighteen-Month Ramp Nobody Budgets, Marketing During Ramp, the Occupational Health Contracts That Fill the Trough, and the Decision Gate at Month SixOpening an Urgent Care Site: The Model
How to model an urgent care site before the lease: the visits per day it requires, credentialing by location, the ramp, and occupational health contracts.
Occupancy, Rate, and Care Revenue Capture in a Senior Living Community: Revenue per Occupied Unit as the Top-Line Number, the Acuity That Rises Faster Than the Bill, Assessment Cadence as a Revenue Control, Move-In Economics by Referral Channel, Length of Stay and the Attrition Nobody Forecasts, and the Rate Increase That HoldsSenior Living Occupancy and Care Revenue
How a senior living community manages revenue per occupied unit, captures care revenue at assessed acuity, and models move-ins, attrition, and rate.
Gross Margin in a Virtual Care Company: Why Technology, Provider Cost, and Clinical Support Belong in Cost of Revenue, the Restatement Investors Will Make if the Company Does Not, Contribution per Visit by Payer and State, Patient Acquisition Cost Against Visits per Patient, and the Unit Economics That Survive a Diligence ReviewTelehealth Gross Margin and Unit Costs
Why a telehealth company's cost of revenue includes technology, provider pay, and clinical support, and the unit economics investors use to value it.
Staffing to Demand in Urgent Care: Visits by Hour and Day Against the Staffing Template, the Winter Peak and Summer Trough on a Fixed Cost Base, Labor Cost per Visit by Season, Contribution per Visit by Payer and Visit Type, and the Left-Without-Being-Seen Rate That Is Both a Quality Failure and Lost RevenueUrgent Care Staffing to Patient Demand
How an urgent care clinic staffs to the measured demand curve by hour, day, and season, and reads contribution and labor cost per visit by season.
Clinical Laboratory Economics: Margin by Test Against Coverage Rules, Reagent and Analyzer Cost per Reportable Result, Reagent-Rental Agreements That Hide the Capital Cost, the Send-Out Decision Test by Test, Medical-Necessity Denials That Turn Volume Into Write-Offs, and the Test Menu Decided on ContributionClinical Laboratory Test Economics
How a clinical laboratory computes contribution per test by payer, unbundles reagent rentals, and decides its test menu and send-out list on the numbers.
Contracts, Pediatrics, and Cash-Pay Lines in a Therapy Practice: Pricing School-District Work That Pays in Ninety Days and Stops in June, the Pediatric Medicaid Economics Nobody Models, the Early-Intervention and Developmental-Services Billing That Needs Its Own Workflow, and the Performance and Wellness Lines That Earn Without a PayerTherapy Contracts and Cash-Pay Lines
How a therapy practice prices school-district contracts, runs pediatric Medicaid and developmental-services billing, and models cash-pay lines.
The Three Leaks in a Home Care Agency's Revenue and Balance Sheet: Authorized Hours Not Delivered or Delivered Beyond Authorization, Visits That Cannot Be Billed Because the Documentation Failed, and the Caregiver Classification and Wage-Hour Exposure That Compounds Across Hundreds of Workers Until an Audit or a Buyer Finds ItHome Care Revenue and Compliance Leaks
The three leaks in a home care agency: authorization variances, visits that fail documentation, and caregiver classification and wage-hour exposure.
Memberships, Prepaid Packages, Gift Cards, and the Device You Financed: Why a Med Spa's Cash Looks Better Than Its Business, the Deferred-Revenue Liability That Must Be on the Balance Sheet, Breakage and Churn Measured by Cohort, and the Device Payback Computed Before the Next PurchaseMed Spa Deferred Revenue and Devices
Why a med spa's prepaid memberships, packages, and gift cards are deferred revenue, how breakage is recognized, and how to model a device before financing.
Ancillary Service Lines in a Physician Group: Why Imaging, Laboratory, Infusion, and Procedures Each Need Their Own Profit and Loss Statement, the Equipment Payback That Was Promised Versus the One That Happened, the Compliance Cost That Belongs in the Margin, and the Decision to Grow, Fix, or Exit a LineAncillary Lines and Equipment Payback
Why imaging, laboratory, infusion, and procedures each need their own profit and loss statement, and how to recompute equipment payback on real volume.
Equipment Utilization and Payback in an Imaging Center: The Scanner Financed on 14 Studies a Day That Performs 8, Capacity Measured by the Hour, Margin by Modality and Payer After the Technical and Professional Split, Hours of Operation as a Pricing Decision, and the Replacement Model Built Before the Lease EndsImaging Center Equipment Payback
How an imaging center measures utilization against capacity, recomputes payback on actual volume, and builds margin by modality and payer.
Visit Economics in a Physical, Occupational, or Speech Therapy Practice: Net Revenue per Visit by Payer, Units Billed and the Multiple-Procedure Reduction, Therapist Visits per Day Against Break-Even, the Assistant and Aide Mix That Moves Cost per Visit, and the Cancellation Rate That Decides the MonthTherapy Practice Visit Economics
How a physical, occupational, or speech therapy practice measures net revenue and contribution per visit by payer, and break-even visits per therapist.
Margin per Billable Hour in a Home Care Agency: The Caregiver's Hour as the Unit of Production, Payer-Source Rates Against Fully Loaded Wage Cost, Travel Time and Mileage That Belong on the Visit, Overtime as a Scheduling Failure, Shift Length and the Short-Visit Trap, and the Scheduling Rules That Move the MarginHome Care Margin per Billable Hour
How a home care agency measures margin per billable hour by payer source against fully loaded caregiver cost, and the scheduling rules that move it.
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