Owner-grade reporting & KPI dashboards
Monthly financial packets owners can actually act on — revenue per provider hour, treatment-room productivity, membership economics, and the narrative commentary that turns a P&L into a decision tool.
Elective Medical & Aesthetic Practices
Fractional CFO leadership for med spas, dental, and elective medical groups.
Executive financial guidance built for clinically-trained owner-operators — at a fraction of the cost of a full-time CFO, and on a cadence that fits how your practice actually runs.
Why elective medicine is different
Elective-medical finance is a sector, not a category.
Med spas, dental, and orthodontic practices carry financial complexity that general CFO work doesn't prepare you for: cash-pay and membership revenue, injectable and consumable COGS, provider productivity, multi-location overhead, and a private-equity tailwind that is quietly reshaping every sub-sector at once.
Most owner-operators are clinical professionals first — nurses, nurse practitioners, dentists, physicians — who entered ownership from a healthcare background, not a business one. They do not need (and rarely can justify) a full-time CFO. They do need executive financial leadership: someone who sits beside the owner and practice administrator, speaks the language of clinical operations, and brings sector-specific judgment to the decisions that most shape the next five years of the practice.
"The practices that endure don't drift. Clinical excellence is the floor — financial discipline is what compounds it."
What we do
Executive financial leadership, scoped to your practice.
Cost benchmarks & margin discipline
COGS targets (≤30–40% of revenue), payroll discipline (25–35%), and rent thresholds (≤10%) — the operating benchmarks most aesthetic and elective practices know about but few are consistently hitting.
Internal controls & fraud prevention
Cash handling, gift cards, memberships, tip pools, and refund authorization — the everyday revenue surface where elective-medicine practices quietly lose six and seven figures without the right controls in place.
Multi-location expansion & unit economics
New-site pro formas, unit-level P&Ls, capital deployment discipline, and the post-open finance build that decides whether location two becomes accretive — or quietly drains the parent.
PE & DSO/MSO exit readiness
Quality-of-earnings preparation, adjusted EBITDA bridges, working capital normalization, and the financial choreography that turns an owner-operator practice into an institutional-grade asset.
CFO partnership for owner-operators
Executive financial leadership sitting beside the clinical owner — translating practice decisions into financial reality, and financial reality into language nurses, physicians, and dentists can act on.
Who we serve
Built for clinically-trained owner-operators.
Medical spas & aesthetic practices
Single- and multi-location med spas typically $1M–$15M in revenue, where injectables, devices, memberships, and retail combine into a P&L most owner-operators never trained to read.
Dental & cosmetic dental practices
General, cosmetic, and specialty dental practices where overhead discipline, cash-pay mix, and provider productivity quietly decide whether owner take-home grows with the practice — or stalls.
Orthodontic & specialty elective groups
Orthodontic, dermatology, and specialty elective groups preparing for multi-site growth, DSO/MSO conversation, or a private-equity-driven exit inside the next 24–60 months.
Why fractional
Senior judgment, on your cadence — not on your payroll.
- Senior CFO experience in aesthetic, dental, and elective-medical economics — not generalist theory
- Engaged on your cadence — typically monthly leadership prep plus project work, not a full-time hire
- Pattern recognition from working across owner-operated practices, multi-site groups, and PE-backed platforms
- Sits beside the clinical owner and practice administrator — not above them
- Affordable for owner-operator budgets — a fraction of the cost of a full-time CFO salary and benefits load
New to the model? Read our overview of what a fractional CFO actually does — and the three-question framework we use to decide whether the model is the right fit for an organization.
Start the conversation
A quiet, candid first conversation — no pitch, no obligation.
Tell us a little about your practice and the questions in front of you. We'll tell you honestly whether a fractional engagement is the right fit — or what we'd suggest instead.
Schedule a conversation