The average 3-location practice has up to $50K in undetected margin leakage — hiding in overhead misallocation, provider underutilization, and payer mix drift your consolidated P&L wasn't built to catch.
Illustrative · Based on 3-location chiropractic practice
| Line Item | Loc A | Loc B | Loc C |
|---|---|---|---|
| Revenue | |||
| Gross revenue | $892K | $741K | $618K |
| Self-pay mix | 68% | 57% | 52% |
| Avg rev / visit | $87 | $79 | $72 |
| Total Revenue | $892K | $741K | $618K |
| Direct Costs | |||
| Provider comp | $312K | $278K | $241K |
| Utilization | 84% | 71% | 58% |
| Clinical supplies | $44K | $38K | $31K |
| Total Direct | $356K | $316K | $272K |
| Overhead (allocated) | |||
| Rent & occupancy | $96K | $84K | $96K |
| Admin / mgmt | $62K | $62K | $62K ⚑ |
| Marketing | $28K | $28K | $28K |
| Total Overhead | $186K | $174K | $186K |
| EBITDA | $350K | $251K | $160K |
| EBITDA Margin | 39.2% | 33.9% | 25.9% |
| Item | Wk 1 | Wk 4 | Wk 8 | Wk 11 | Wk 13 |
|---|---|---|---|---|---|
| Collections | |||||
| Patient collections | $43K | $41K | $45K | $43K | $44K |
| Insurance remit | $12K | $14K | $11K | $13K | $15K |
| Total In | $55K | $55K | $56K | $56K | $59K |
| Disbursements | |||||
| Payroll | $38K | $38K | $38K | $38K | $38K |
| Rent (3 locations) | $17K | — | $17K | — | — |
| Supplies & ops | $4K | $4K | $4K | $4K | $4K |
| Equipment lease | $2K | $2K | $2K | $2K | $2K |
| Total Out | $61K | $44K | $61K | $44K | $44K |
| Position | |||||
| Net cash | −$6K | +$11K | −$5K | +$12K | +$15K |
| Running balance | $59K | $70K | $65K | $77K | $92K |
Forecast note
Rent cycles on weeks 1 and 8 create predictable negative weeks. Running balance stays above $59K floor — adequate, but leaves little runway for a 4th location opening without restructuring disbursement timing.
Shared costs get booked to one location by default. One P&L looks terrible, others look artificially clean — and you make expansion decisions on a distorted picture.
A provider running at 60% capacity with open slots is a direct and measurable revenue leak — most operators sense it, but have never seen it quantified by location.
A 5-point shift toward lower-margin insurance payers is ~$15–25K in annual margin erosion. It never shows as a line item. It just looks like revenue is flat.
† Ranges based on patterns observed across multi-unit healthcare practices. Actual figures vary by location count, revenue, and structure.
Start with the audit — no ongoing commitment. Most clients convert once they see what surfaces.
You own 2–5 chiropractic, physical therapy, or dental locations doing $1.5M–$3M in revenue. Your bookkeeper categorizes transactions. Your CPA files taxes. Nobody sits in between — telling you which providers are generating ROI, which locations are quietly bleeding margin, or whether the cash is there to expand.
That's the gap this fills.
Not the right fit if you
What I don't do: bookkeeping, taxes, payroll, or bill pay. You keep your existing bookkeeper and CPA. I sit at the strategic layer — taking their data and translating it into decisions.
I spent years as an FP&A analyst at The Joint Chiropractic — the largest chiropractic franchise in the US — analyzing unit-level economics across 900+ locations. I know what separates a $250K EBITDA location from a breakeven one.
Now I bring that to independent operators who want franchise-grade financial intelligence without a full-time hire.
A full-time FP&A analyst costs $100K–$140K per year. This delivers the same output — specialized for multi-unit healthcare, chiropractic, physical therapy, and dental — for a fraction of that.
Not a generalist CFO
Fractional CFOs are generalists built for $10M+ companies. This is a specialist function — the financial intelligence layer your practice actually needs at your stage.
Outsourced FP&A
I sit on top of your existing setup — no switching anything. Every month: clear analysis and a direct recommendation on what to do.
Data-backed expansion
You'll have a model showing ROI per location, break-even timeline, and 24-month cash impact — before you sign the lease.
I keep my client list intentionally small — the only way this works is if I genuinely understand your business. Over time, I'll flag things you haven't thought to ask about yet.
Ad-hoc questions answered within 24–48 hours — not at the next monthly call.
If an expansion doesn't pencil out, I'll say so — clearly, with the data to back it up.
Months of trend data means predicting problems before they show up in your P&L.
I'll tell you when something doesn't need my analysis. I'm not here to generate work.
Get Started
No ongoing commitment required. If I don't surface clear profit improvement opportunities, you pay nothing.
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