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.
What a CFO Actually Does in a Behavioral Health Company: The Close, the Session Economics, the Payer File, the Cash Calendar, and the Decisions Nobody Else OwnsWhat a CFO Does for a Therapy Group
The work a CFO does that a bookkeeper, biller, and founder do not: the close, session economics, the payer file, cash, compensation, and growth decisions.
The Monthly Management Report, Built Page by Page: A Full Sample Month for a Behavioral Health Group — the One-Page Story, the Operating Metrics Ahead of the Statements, Margin by Payer and Site, Revenue Cycle Health, Cash and the Forward View, People and Risk, and the Decisions RequestedMonthly Management Report: A Sample Month
A full sample month of a behavioral health management report, page by page: the story, operating metrics, margin by payer and site, cash, and decisions.
Fractional CFO or Dedicated CFO: The Hours Model and the Engagement Model, What Each Can Actually Know About Your Business, Where the Context Gap Shows Up, and How to Decide Which One You Are BuyingFractional CFO or Dedicated CFO?
Fractional and dedicated CFOs are two ways to buy finance leadership: by the hour across many clients, or by engagement across a few. How to choose.
The Intake Function as a Conversion Engine: Speed to First Contact, the Screen, Matching to a Credentialed Clinician, the First-Session Hold Rate, the Second-Session Cliff, and the Staffing Math Behind a Funnel That Fills CalendarsThe Intake Funnel in a Therapy Group
Intake measured as a funnel: speed to first contact, the screen, matching to a credentialed clinician, first and second sessions, and the staffing math.
Labor Retention in a Behavioral Health Group: The Leading Indicators, the Compensation Design, the Caseload Mix, the Supervision Load, the Retention Terms, and the Budget That Pays for Itself at Two Avoided DeparturesClinician Retention as a Finance Program
Retention in a therapy group is a financial program: leading indicators, compensation and caseload design, retention terms, and a budget that pays back.
What a Good Billing Function Looks Like in Behavioral Health: Verification Before the First Session, Clean Claims, the Denial Queue Worked on a Clock, Patient Balances Collected at the Door, and the Six Numbers That Prove ItBehavioral Health Billing That Works
What a strong behavioral health billing function does: benefits checked before session one, clean claims, denials worked on a clock, balances at the door.
Opening a Second Location: The De Novo Model for a Behavioral Health Group — Site Selection by Payer and Clinician Supply, the Lease That the Volume Must Pay For, the Staffing Ramp Behind the Credentialing Clock, the Cash Curve, the Break-Even Month, and the 120-Day Decision GateSecond Location: The De Novo Model
Opening a second therapy site: site selection by payer and clinician supply, the lease math, credentialing, the ramp, the cash trough, the decision gate.
The Payer Contract Renewal Cycle in Behavioral Health: The Twelve-Month Calendar, the Evidence File, the Ask Beyond the Rate, the Meeting, the Counter, and the Exit Decision That Makes the Ask CredibleThe Payer Contract Renewal Cycle
How a therapy group renews payer contracts on purpose: the twelve-month calendar, the evidence file, asks beyond rate, the counter, and the exit option.
The Recruiting Function in a Behavioral Health Group: The Pipeline, the Time-to-Fill, the Offer That Survives the Counteroffer, the Credentialing Clock That Starts on Acceptance, and the Cost per Hire Nobody BooksRecruiting Clinicians: The Full Function
How a behavioral health group should recruit clinicians: pipeline, time-to-fill, offers that hold, the credentialing clock, onboarding, and cost per hire.
Billable and Non-Billable Labor in a Behavioral Health Group: The Clinical Hour, the Documentation Hour, the Supervision Hour, the Admin Hour, and the Ratio That Decides the MarginBillable vs. Non-Billable Clinician Hours
Where a therapy group's paid hours go: sessions, documentation, supervision, admin, and no-shows, and the billable-to-paid ratio that decides the margin.
Clinician Turnover in a Therapy Group: The Notice Period, the Caseload That Follows, the Empty Calendar, and the Recruiting Bill That Arrives TwiceClinician Turnover: The Real Cost
When a clinician leaves a therapy group, the cost is not the recruiter's fee. It is the sessions that vanish during notice, the clients who follow, the months of empty calendar before the replacement is credentialed, and the ramp. Here is each cost, how to measure it, and what changes when a group manages retention as a financial program.
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 ShareProfit Centers for Behavioral Health
Therapy, psychiatry, testing, groups, programs, and sites each need their own numbers. How to build profit centers and allocate shared costs fairly.
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