Case Studies

Case Study: PHYSICAL THERAPY | Ready when the unsolicited offer came

The situation
  • A practice scaling quickly, needing higher-level financial accounting and forecasting than they could do in-house.
  • Came to us on the recommendation of their tax accounting team, at their business coach’s urging.
What We Did
  • Stepped in as an outsourced CFO: set budgets and forecasts, and aligned the business to industry benchmarks.
  • Kept the financials organized and presentation-ready throughout.
The outcome
  • Within the year, an unsolicited offer came in to buy majority stock, a strong offer and a great path forward.
  • Because the financials and forecasts were so well organized, the owner is certain it helped maximize the value of the sale.

Case Study: MISSION-DRIVEN THERAPY PRACTICE | Building profitability into a growing therapy practice

The situation
  • A mission-driven practice growing fast, without a clear model for what growth would do to profitability.
  • Did their accounting at year-end in Excel.
What We Did
  • Put the client into QuickBooks Online
  • Built financial models and a profitability plan mapped to their growth.
  • Gave the owner the KPIs to see which moves improved the bottom line.
The outcome
  • Growth decisions grounded in numbers, not hope.
  • 10% net margin improvement, new hires supported, budget and planning in order.

Case Study: MULTI-PROVIDER PRACTICE | Cleaning up years of inherited books

The situation
  • Practice came to us with several years of prior bookkeeping work that simply didn’t make sense.
  • They were flying blind, trying to run their practice based on their bank balance.
  • Things came to a head when they wanted to add a new partner but couldn’t offer any good numbers.
  • Leadership couldn’t trust the numbers enough to make confident decisions on overhead and provider comp.
What We Did
  • Worked with the manager to establish a regular rhythm of financial reporting and advised on modernizing their bill-pay technology.
  • Leveled up existing staff to manage the day-to-day and kept them accountable by meeting monthly.
  • Developed clear provider compensation models and an overhead picture they could actually plan around.
  • Advised on financing questions with real numbers behind them.
The outcome
  • A clean, reliable financial baseline instead of a question mark.
  • They were able to add a new partner, lower their overhead by 5%, and be paid what they were due.