Adding a physician
Compensation, support staff, and the months before that provider's collections catch up.
PRACTICE PLANNING
Plan the next practice decision before you commit
Medical practice budgeting and financial forecasting belong in the decision, not after it. Adding a physician, opening a second office, or taking on a different cost structure needs financial planning and financial projections the practice can afford.
THE PROBLEM
The next practice decision is larger than the monthly close.
A new provider changes compensation, support staff, space, and collections timing at once. A second office adds rent and a ramp before it adds profit. Owners often approve these from production goals and a lender's term sheet, then discover the cash gap later.
These are not five different projects. They are one question: what does the practice have to be true for this decision to work?
WHAT WE DO
One planning conversation for the decision in front of you.
We build a practical forecast from your books: revenue ramp, staffing, occupancy, and cash through the transition. Medical practice financial projections here are a decision tool. We do not value the practice for a sale, run an acquisition, or structure a partner buy-in. If the question is whether you can afford the next step, we can help you see it. If the question is a transaction, that stays with your attorney and CPA.
PLANNING
Decisions this page is for
A second office
Rent, buildout operating costs, and how long the new location is carried by the first.
A different cost structure
Staffing model, hours, or service mix — and what has to change in overhead for the margin to hold.
A budget you will actually open
Medical practice budgeting tied to the close, not a spreadsheet filed after it is approved.
A forecast with a stop rule
What you would need to see, and when, to slow down or continue.
DELIVERABLES
What you receive
Decision forecast
Revenue, cost, and cash for the specific step you are considering.
Affordability read
What the current practice can carry, stated without a borrowed benchmark.
Review rhythm
A point to compare the forecast with what actually happened.
FAQ
Common questions
Do you help practices value themselves or buy another practice?
No. We do not offer medical practice valuation, acquisition consulting, succession planning, or partner buy-in work. We forecast the operating and cash impact of a decision you are already considering.
Can you model opening a second location?
Yes. The model covers the costs that start before the patients do, and how the existing office funds that ramp. It is an operating forecast, not a real-estate or financing package.
What do you need from us to start?
Current books, a rough shape of the decision, and who has to live with the result. If the books are behind, bookkeeping comes first so the forecast is not built on a guess.
Is this a one-time project or ongoing advisory?
Either. A single expansion question can be a project. Practices that keep making these decisions usually fold the forecast into monthly CFO advisory.
Price the decision before you announce it.
Tell us whether you are adding a provider, opening space, or changing how the practice is staffed. We will look at what the books can support.