HEALTHCARESECTOR · UNITED STATES AND CANADA

Finance leadership for healthcare and clinical groups.

Payer mix drifts and nobody notices until the cash does. Reimbursement rates change, denials climb, and days in accounts receivable stretch — but the reporting shows revenue at gross billed rather than expected collection, so the P&L looks stable while collections deteriorate underneath it. 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.
THE MEASURE THAT FINDS ITContribution per provider, per site
WHAT WE DO ABOUT IT, BELOWREMOTE-FIRST, ON SITE WHEN IT CHANGES THE OUTCOME
How We Run It Here
01 / 03
What a finance function in this sector actually needs.

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.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

Healthcare revenue cycle specialists

What Changes
02 / 03
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.
Who Holds The Seat
03 / 03
Matched to the sector, not to the postcode.
We hire for what somebody has run rather than where they live, which is the only reason we can put a CFO in your seat who has already done this in a business like yours.
YOUR CFO, FOR THIS SECTORHas managed a payer mix through a reimbursement change

With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.

THE OTHER ELEVEN
The rest of the scope.
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.
Construction and tradesDistribution and wholesaleManufacturingProfessional servicesMulti-unit and hospitalityProperty and real assetsTechnology and recurring revenueTransportation, fleet and logisticsFranchise and multi-unit operatorsConsumer brands and e-commerceNonprofit and member organizations
SEE THE FULL SCOPE →
What Happens Next

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.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODA CFO who has run finance in this sector before, with a named backup who already knows your file.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.