The Data Driven PracticeCEO Financial Report
Average monthly income is $87,315.72 with a reported 21.8% net margin. The corrected $91,022.79 Leader Waterline is only $3,707.07 away, but the real work is rebalancing Labor and OpEx while funding measured associate-led growth.
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, the team cannot see new-patient acquisition, conversion, retention, or associate capacity—so the owner is still carrying too much of the growth system.
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 | Leader Target | Assessment |
|---|---|---|---|---|
| Revenue / Reported Gross Profit | $523,894.32 | — | — | P&L basis |
| Marketing | $12,618.18 | 2.4% of gross profit | ≤15% | Measured capacity available |
| Labor | $219,062.55 | 41.8% of gross profit | ≤35% | Significantly above |
| Other Operating Expense | $177,921.79 | 34.0% of gross profit | ≤25% | Significantly above |
| Total Expenses | $409,602.52 | 78.2% of gross profit | ≤75% | Slightly above |
| Net Income | $114,291.80 | 21.8% of gross profit | ≥25% | Slightly below |
Labor at 41.8% is 6.8 percentage points above the Leader guardrail. With one associate already installed, the priority is not simply adding or cutting labor; it is measuring provider capacity, clinical output, compensation, and the delegation of non-doctor work.
All Other OpEx at 34.0% is 9.0 percentage points above the Leader 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 monthly revenue target needed to fund the current $68,267.09 average expense floor while delivering the Leader model’s 25% 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 $91,023 Leader Waterline. |
| Provider Capacity & Collections | Not yet measured by provider | Production Manager / Associate DC | Track visits, production, collections, retention, and schedule capacity by doctor to create Freedom of Time. |
| 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. |
Run the Leader Cadence: CEO time blocks, an associate-led clinical scorecard, weekly accountability, and role-owned outcomes.
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 both doctors’ education, report-of-findings, care-plan recommendation, and handoff around the signature protocol.
Manage capacity, visits, production, collections, retention, and protocol delivery by provider so the associate creates freedom—not more owner oversight.
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 CEO, cash, Data Waterfall, and by-provider scorecards; map associate capacity and non-doctor work; select the flagship protocol.
Run Front Desk, Exam & Case Acceptance, Production, and claims-follow-up sprints. Document the signature protocol for both doctors. Capture source, lead, scheduled, completed exam, start, ACV, retention, and collections data by provider.
Launch the recurring protocol-based campaign, run retain/refer sprints, move routine clinical and operational decisions to named owners, protect CEO time blocks, and choose the next CKPI and Pryme Mover from the scorecard.