Owner-grade financial reporting
Monthly P&Ls owners can actually act on — service-line margin, injector productivity, membership economics, retail attach, and the variance commentary that turns numbers into decisions between visits.
Medical Spas & Aesthetic Practices
Fractional CFO leadership built for med spa owners.
Executive financial guidance for founder-injectors, multi-location aesthetic groups, and PE-backed platforms — at a fraction of the cost of a full-time CFO.
Why med spa finance is different
Aesthetic medicine is a sector — and its financials behave like one.
Med spas carry a financial profile general CFO work doesn't prepare you for: cash-pay revenue, injectable and consumable COGS, membership and package liabilities, gift-card economics, tip pools, multi-provider productivity, and a private-equity tailwind that is reshaping ownership across the sector.
Most owners are clinical professionals — RNs, NPs, dermatologists, plastic surgeons — who entered ownership from a clinical background, not a business one. They do not need (and rarely can justify) a full-time CFO. They do need someone senior who has already lived inside dozens of aesthetic practices, speaks the language of injectors and front-desk teams, and brings sector judgment to the decisions that most shape the next five years.
"The spas that compound aren't the busiest ones. They're the ones whose owners can read their own numbers."
What we do
Executive financial leadership, scoped to your practice.
Provider productivity & revenue per room
Treatment-room economics ($200K–$400K+ in annual revenue per room is the bar), injector compensation models, and the scheduling-utilization discipline that quietly separates top-quartile spas from the rest.
Internal controls, cash & gift cards
Tip pools, refunds, gift cards, memberships, and POS cash — the everyday revenue surface where med spas quietly lose six and seven figures without the right authorization and reconciliation discipline.
Second-location & multi-site expansion
New-site pro formas, capital deployment, unit-level reporting, and the post-open finance build that decides whether location two becomes accretive in year one — or quietly drags the founding location.
PE & MSO exit readiness
Quality-of-earnings prep, adjusted EBITDA bridges, working capital normalization, and the financial story that turns an owner-operator med spa into an institutional-grade platform asset.
CFO partnership for the founder-injector
Senior financial leadership sitting beside the founding nurse, NP, or physician — translating clinical strategy into financial reality, and financial reality into language the team can act on.
Benchmarks we manage to
The operating bar most med spas know about — and few are hitting.
Product COGS≤ 30–40% of revenue
Payroll (incl. providers)25–35% of revenue
Rent & occupancy≤ 10% of revenue
Revenue per treatment room$200K–$400K+ / yr
Membership penetration30–50% of active clients
EBITDA (mature single site)18–25%+
Who we serve
Built for founder-injectors, multi-site groups, and platforms.
Single-location med spas
Founder-led practices typically $1M–$5M in revenue, where the owner-injector has outgrown bookkeeper-only support but cannot justify the cost of a full-time CFO.
Multi-location aesthetic groups
Two- to ten-location groups consolidating brand, P&L, and provider standards — where consistent reporting and capital planning have started to outrun what a controller and outside CPA can deliver.
PE-backed and exit-bound platforms
Aesthetic platforms preparing for, executing, or operating after a private-equity or MSO transaction, where institutional-grade financial discipline is no longer optional.
Florida market
Fractional CFO for Med Spas in Florida
Florida is one of the densest aesthetic markets in the country, and it shows up in the financials: seasonal patient flow, aggressive competition on injectable pricing, and a steady stream of MSO and private-equity interest in practices that can prove clean numbers. We work with owners from Palm Beach and Naples through Orlando and Tampa, remotely and on a cadence that fits the practice.
The engagement typically covers both halves of the problem — med spa accounting and CFO services together — because margin discipline depends on a close that lands on time and a chart of accounts that separates injectables, devices, memberships, and retail cleanly enough to manage.
Why fractional
Senior judgment, on your cadence — not on your payroll.
- Sector-specific CFO experience in aesthetic medicine, not generalist theory
- Engaged on your cadence — typically monthly leadership prep plus project work, not a full-time hire
- Pattern recognition from working across founder-led spas, multi-site groups, and PE-backed platforms
- Sits beside the founding injector 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
Working across multiple practice types? See our broader elective-medical practice.
Explore further
Related CFO services for elective medical practices
Med spa finances sit next to dental, orthodontic, and broader elective practice economics. These pages cover the adjacent work and the controller support underneath it.
- Elective medicine CFO services
The wider practice view across med spa, dental, and orthodontic ownership.
- What a part-time CFO costs
Typical monthly investment relative to a full-time finance hire.
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