What a finance function in this sector actually needs.
In a group built by acquisition, each practice keeps its own systems and chart of accounts, so there is no comparable view across sites and no way to tell which acquisition actually worked.
Revenue is reported at expected collection, not gross charges, with the contractual allowance and denial rate visible and trended. Days in AR by payer, and denials by reason code, because those two together explain most of the cash gap.
Contribution is measured per provider and per site on a consistent basis, with the cost of space, staff and equipment properly attributed, so the comparison across a group is real rather than notional.
For acquisitive groups, integration onto one chart of accounts and one reporting basis is the priority — and then each acquisition is measured against the case that justified it.
What you can do afterwards that you cannot do now.
See collections deteriorating before the bank balance shows it.
Compare providers and sites on the same basis.
Tell whether an acquisition delivered what it promised.
Matched to the sector, not the postcode.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Your sector is one conversation away from a written answer. Start with what is actually going on.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.