Your business should beas good as your dentistry.

No. Your CPA’s job is to get the past right: the return, the filings, what you owe. Ours is to get the future right: the decisions that determine how much your practice earns and what it is worth. We keep your CPA in place and work alongside them. Most owners find the two roles fit together cleanly, and that the questions they have been bringing to their accountant finally have a home.

For most, CFO services are an add-on to tax, bookkeeping and payroll. Their advice runs on financial statements, which are lagging by design, and benchmarks, which tell you how you compare. You learn where you stood, not what to do next.

We’re a growth CFO, and that’s all we do. We work alongside your accountant, not in place of them. Our focus is the decisions that set your practice’s trajectory: where the next dollar of growth comes from, whether a new location or associate creates value, which payers to renegotiate or drop, and when to sell, and to whom. We evaluate each one by its impact on earnings and enterprise value.

We start where the leading indicators live: your practice management system. We analyze every appointment, procedure, charge, adjustment and payment, tied to your payroll and P&L in a live dashboard. Benchmarks say your associate’s production looks healthy. We tell you whether it’s new to the practice or moved over from your schedule.

Our background is investment banking, where we advised on the purchase and sale of large, complex companies, and leading growth teams at multi-billion-dollar technology companies. We have sat in the boardroom as decision makers, and we have bought, sold and built businesses ourselves. Our analysis matches what a private equity firm runs before it prices your practice. We run it for you first, so you capture the value yourself.

The ones that are hard to undo. A DSO or private equity offer, buying in a partner, opening a second location, hiring an associate, raising fees or dropping a plan, next year’s budget, and managing cash flow and debt. We also handle the steady work underneath them: knowing your numbers every month so the big calls start from a clear baseline.

Typically $2M+ in revenue. What matters more than size is an owner who wants to keep growing or is planning a strategic exit.

Less than the numbers take today. Right now the reports, the spreadsheets and the chasing land on you and your office manager. We take that work off both of you. After a first conversation about what’s on your mind, your part is about an hour a month with us to review what’s moving and decide what’s next. Your office manager pulls a few exports at the start, and we do the analysis from there.

To start: your P&L, an export from your practice management system, and payroll. From there we ask for whatever the question needs, like the LOI if you’ve had an offer, lease and loan terms for an expansion, or your marketing spend and lead data if you want us to look at your funnel and what each new patient costs you. The export takes your office manager about twenty minutes, and we’ll never ask for anything we can’t tell you the reason for.

Your data stays yours. We sign a BAA before we see anything, follow HIPAA throughout, keep your data encrypted, and work from de-identified data wherever possible. We run a formal risk analysis on how we handle it, and when an engagement ends, we securely delete it.

Engagements start at $2,000 a month. New-patient work starts there. The work on the patients you already have starts at $5,000. A sale is scoped on the call. You’ll have a clear number before you commit to anything.

No. Most owners start with the first 30 days: we go deep into your data and show you what we find. Ongoing monthly support only makes sense if the findings are worth acting on, and you’ll know that before you commit to anything ongoing.

You’ll see the findings in about thirty days. Changes to the numbers take a quarter or two, because most of what we fix is a system rather than a switch. Anyone promising faster is selling you something else.

Yes, and often there’s more to find. In a PPO practice, contractual write-off is 35 to 50% of production, which means the gap between what you bill and what you keep is the biggest number in the business. Very few owners can tell you which of their plans actually pay for their chair time.

Most of what we do pays you while you own the practice. Getting diagnosed treatment scheduled, fixing fees and plans that don’t cover your chair time, getting staffing right, and knowing where new patients actually come from all show up as profit this year. And because buyers pay a multiple of profit, every one of those improvements also makes the practice worth more, whenever that day comes.

Not if you start now. Buyers pay a multiple of earnings, so every improvement that shows up before the sale gets paid to you again in the price. Even a few months of clean numbers and a clear story make diligence easier and the offer harder to chip away at. The earlier we start, the more of it lands in the numbers.

The two of us. There are no analysts, and nothing gets handed down. That’s the advantage of a firm this size, and it’s also why we take on a limited number of practices at a time.

No. You work with the two of us directly, and every analysis, recommendation and follow-up is ours. What we build is the plumbing: our own tooling connects to your practice management system and accounting, so your numbers stay current without spreadsheets and we can turn deep analysis around in days, not months. The dashboard is a window onto that work, not a replacement for it.

Absolutely. Because our engagements involve confidential financial and operating data, we don’t publish client analyses publicly. We can provide anonymized work samples and, with their permission, connect you with practice owners we’ve worked with.