What changed, practice by practice.
Operational improvement is slow and mostly unglamorous. These are real engagements: what was wrong, what we changed, and where each practice ended up.
Green Valley Family Clinic — from break-even to profitable
- The problem
- The clinic was running paycheck to paycheck: outdated processes, overhead eating most of the revenue, patients leaving, and a large balance sitting in accounts receivable across several payers.
- What we changed
- We audited the A/R and worked the claims in order of what was actually collectable, invoicing patient responsibility in parallel. We rebuilt the billing workflow so A/R stayed low afterwards rather than rebuilding a backlog. Shared facilities and administrative staff brought the fixed costs down, and the clinic space and patient experience were reworked.
- Where it ended up
- The practice moved from barely breaking even to consistent profit, retention improved, and it went on to add services.
A new clinic building a patient base from zero
- The problem
- A newly opened clinic with no local reputation, a small patient base and limited resources, in a competitive market.
- What we changed
- Targeted local marketing and digital outreach, referral relationships through our network of practices, shared facilities and admin support so the overhead did not scale with the growth, and a tightened scheduling and follow-up process.
- Where it ended up
- In July 2022 the clinic was drawing 37 clicks from 16,690 impressions. That moved to 1,104 clicks from 207,776 impressions — about 30 times the clicks — and the patient base grew with it.
A pediatric practice cutting overhead by 35%
- The problem
- A board-certified pediatrician with 15 years of experience was carrying the cost of a traditional office lease, an administrative load that pulled her away from patients, and no easy way to scale space up or down with patient volume. Telemedicine demand was rising faster than the practice could adapt.
- What we changed
- She moved into clinical coworking space with the administrative layer handled, which let her flex space against actual volume and add telehealth without rebuilding her setup.
- Where it ended up
- A 35% reduction in overhead costs, with more of her time back on patient care.
Your numbers will be different.
Every practice we have worked with had a different problem, and the first month is always spent finding out what it actually is rather than assuming.