Owner-grade reporting & treatment economics
Monthly P&Ls an orthodontist-owner can act on — new starts, case acceptance, average fee per case, AR from contracts, and the variance commentary that turns numbers into real decisions.
Orthodontic Practices
Executive financial guidance for single-location, multi-location, and exit-bound orthodontic practices — at a fraction of the cost of a full-time CFO.
Why orthodontic finance is different
Orthodontic practices carry financial complexity general CFO work doesn't prepare you for: long-dated treatment contracts, deferred revenue, payment-plan administration, clear-aligner mix, and a DSO/PE consolidation wave reshaping ownership across the sector.
Most owners are clinicians first. They do not need (and rarely can justify) a full-time CFO. They do need executive financial leadership: someone who sits beside the orthodontist-owner and treatment coordinator, speaks the language of new starts and contract economics, and brings sector judgment to the decisions that most shape the next five years.

"New starts are the headline. Contract discipline is the business."
What we do
Monthly P&Ls an orthodontist-owner can act on — new starts, case acceptance, average fee per case, AR from contracts, and the variance commentary that turns numbers into real decisions.
Long-dated treatment contracts make orthodontic accounting fundamentally different. We bring the deferred-revenue, contract-asset, and cash-vs-accrual discipline that lenders and acquirers expect.
Insurance posting, refund authorization, contract changes, and payment-plan administration — the everyday revenue surface where orthodontic practices quietly lose margin without strong controls.
New-site pro formas, associate compensation modeling, capital deployment discipline, and the post-open finance build that decides whether expansion compounds — or drags the founding office.
Clear-aligner economics, in-network vs out-of-network mix, and the cash-pay levers that meaningfully reshape orthodontic practice profitability when modeled honestly.
Senior financial leadership sitting beside the practice owner and treatment coordinator — translating clinical strategy into financial reality, and financial reality into language the team can act on.
Who we serve
Owner-led orthodontic practices typically $1M–$5M in collections, where contract economics, overhead discipline, and new-start velocity decide owner take-home as much as treatment volume does.
Two- to ten-location orthodontic groups consolidating brand, P&L, and clinical standards — where consistent reporting and capital planning have outgrown what an outside CPA can deliver.
Independent practices and groups evaluating, preparing for, or operating after a private-equity or DSO transaction, where institutional-grade financial discipline is no longer optional.
Why fractional
Working across multiple practice types? See our broader elective-medical practice.
Start the conversation
Tell us 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