The Data Driven PracticeCEO Financial Report
Average monthly income is $87,315.72 with a reported 21.8% net margin. The practice is close to the $97,524.41 Operator Waterline, but Labor and All Other OpEx consume more than the Operator model allows.
June 30 cash was $9,936.76 against reported current liabilities of $111,255.78. The reported 1.58x current ratio is driven primarily by a shareholder-loan asset; validate classifications, debt service, and distribution guardrails with the CPA.
Public marketing shows 842 Facebook followers, 52 reviews, and a 96% recommendation rate. Without BlueIQ and source capture, the team cannot see which marketing creates completed new patients, starts, or collected revenue.
Metric basis: the supplied accrual-basis P&L reports gross profit equal to revenue because no separate COGS section appears. Expense percentages are calculated as a percentage of reported gross profit. Product and medical-supply classifications should be confirmed with the bookkeeper/CPA.
| Financial Lever | Period Amount | Actual | Operator Target | Assessment |
|---|---|---|---|---|
| Revenue / Reported Gross Profit | $523,894.32 | — | — | P&L basis |
| Marketing | $12,618.18 | 2.4% of gross profit | ≤10% | Capacity available |
| Labor | $219,062.55 | 41.8% of gross profit | ≤30% | Above guardrail |
| Other Operating Expense | $177,921.79 | 34.0% of gross profit | ≤30% | Above guardrail |
| Total Expenses | $409,602.52 | 78.2% of gross profit | ≤70% | Above guardrail |
| Net Income | $114,291.80 | 21.8% of gross profit | ≥30% | Below target |
Labor at 41.8% is the primary economic constraint—11.8 percentage points above the Operator guardrail. Validate staffing, provider and subcontractor compensation, benefit design, and assignment of work before adding headcount.
All Other OpEx at 34.0% is 4.0 percentage points above the Operator guardrail. Start with recurring consultants, billing service, travel, product classification, software, and expense ownership.
Monthly averages shown below are derived from the January–June 2026 P&L. These are decision prompts, not an instruction to cut a category without validating service impact, contracts, and accounting treatment.
This is not the overhead floor. It is the total monthly revenue target needed to fund the current $68,267.09 average expense floor and retain the Operator model’s 30% operating-profit target.
The 50/18/22/10 allocation is a management framework applied to profit after Waterline clearance; tax needs and cash-account transfers should be confirmed with the practice CPA.
| Cash at June 30 | $9,936.76 |
| Reported current assets | $175,997.02 |
| Shareholder loan asset | $164,017.37 |
| Current liabilities | $111,255.78 |
| Reported current ratio | 1.58x |
| Cash coverage of current liabilities | 8.9% |
| YTD operating cash flow | $89,544.35 |
| YTD shareholder distributions | -$80,462.97 |
This does not judge shareholder distributions. It identifies the need for explicit cash, tax, debt-service, and distribution guardrails. Confirm the shareholder loan and liability classifications with the bookkeeper/CPA.
| Metric | Current Status | First Definition / Owner | CEO Interpretation |
|---|---|---|---|
| Total Collections | Available from P&L / QuickBooks | Company-wide visible metric | The constant financial outcome tracked weekly against the $97,524 Waterline. |
| Scheduled & Completed New Patients | Not yet measured | Front Desk Key | Needed to identify where inquiry volume or appointment execution is breaking. |
| Starts & ACV | Not yet measured | Exam & Case Acceptance Key | Needed to validate the protocol, patient education, and case-acceptance process. |
| NPAC / CAC | Not yet measurable | Marketing Key | Paid spend by source ÷ completed new patients from that source. |
| Retention & Referrals | Not yet measured | Front Desk / Production Keys | Track reactivations, reviews, referrals, and collected revenue by cohort. |
Clarify CEO vs. Implementer ownership, meeting rhythm, and scorecard rules.
Equip Diana Jimenez as the 90-day Implementation Lead for task-board follow-through.
Build response, confirmation, billing follow-up, recall, reactivation, review, and referral workflows.
Standardize education, report-of-findings, care-plan recommendation, and handoff around the signature protocol.
Document capacity, patient progress, outcomes, and treatment-delivery standards for associate readiness.
Turn one flagship protocol into source-coded content, events, referral campaigns, and measured acquisition.
Install BlueIQ and connect QuickBooks; reconcile the chart of accounts; establish the CEO, cash, and Data Waterfall scorecards; review consultant, staffing, billing, and expense categories; select the flagship protocol.
Run Front Desk, Exam & Case Acceptance, and claims-follow-up sprints. Document the signature patient pathway. Capture baseline source, lead, scheduled, completed exam, start, ACV, and collections data. Align bonus rules to Waterline clearance.
Launch a recurring protocol-based campaign/event, run production and retain/refer sprints, audit capacity and associate readiness, and choose the next quarterly CKPI and Pryme Mover using the scorecard.