Business Plans & Funding · Healthcare Practices
Funding-ready business plans built on your practice's real economics
We build lender- and investor-grade plans, models, and packages from your actual payer mix, visit volume, and provider economics. This is financial and business-plan work; clinical, coding, and regulatory questions stay with your own experts.
The Outcome
What a fundable plan actually gives you
Not a template full of optimistic numbers — an investor- and lender-grade plan built from your real drivers.
A plan a healthcare lender will underwrite
A complete business plan and model grounded in your real payer mix, reimbursement, and provider productivity, not generic practice templates.
A model that reflects how practices actually earn
A projection driven by visit volume, collections net of contractual adjustments, and provider comp, so the numbers hold up in a credit review.
The right facility for your goal
A clear read on SBA, conventional practice financing, or equity for a startup or expansion, with the package each expects.
How we work
Here’s how we’d build it — from your drivers, not a template
We won’t hand you a boilerplate plan with invented projections. What follows is exactly how we’d build your business plan and funding materials — from your real numbers, with transparent, defensible assumptions, and honesty about what can’t be known before you launch. Every figure traces to a source or a stated assumption, so the plan holds up when a lender or investor pressure-tests it.
Who it’s for: For physicians, dentists, and specialty-practice owners opening a de novo practice, buying into or acquiring a practice, financing a buildout or equipment, or seeking growth capital, who want senior help building a funding-ready plan on real numbers.
What We Build
What we'd build for your practice
Four connected work products that turn your practice economics into a package a lender or investor can act on. We stay in the financial and business-plan lane and route clinical, coding, and regulatory questions to your advisors.
Business plan
The plan a practice lender reads first
The challenge: many practice plans lean on clinical detail and skip the business fundamentals a lender needs, payer mix, ramp assumptions, staffing model, and the owner's ability to service debt.
What we’d build: a full written plan covering the practice model, service lines, market and referral dynamics, payer and patient mix, staffing plan, facility, and use of funds, in the plain financial language credit committees respond to.
Financial model
A projection driven by real practice economics
The challenge: models that project gross charges instead of collections, or assume day-one full capacity, misstate the numbers that matter and get flagged fast in underwriting.
What we’d build: a driver-based model built on visit or procedure volume, collections net of contractual adjustments by payer, provider productivity, and a realistic ramp to maturity, with fixed overhead and debt service modeled explicitly.
Lender / SBA package
A financing package built for how practices borrow
The challenge: practice financing, whether SBA or conventional, requires a specific documentation set, and an incomplete file stalls or sinks the application.
What we’d build: a lender-ready package with the plan, historical financials where they exist, projections, and use-of-funds, assembled to fit an SBA 7(a) or conventional practice-loan file so your lender can move to underwriting.
Funding strategy
The right capital path and diligence readiness
The challenge: owners often default to whichever lender called first, without comparing SBA, conventional, or equity against the actual economics of the practice and the goal.
What we’d build: a funding-path recommendation across SBA, bank/debt, and equity (for group or investor-backed models), and a diligence-readiness review so your numbers and documents are consistent before anyone underwrites them.
The Fuller Scope
Other ways practices use this engagement
The same core materials adapt to the specific transaction or growth step in front of you.
De novo practice startup
A plan and ramp model for opening from scratch, sized to the SBA or conventional loan needed to fund buildout, equipment, and working capital through breakeven.
Practice acquisition or buy-in
A model and lender package supporting the purchase of an existing practice or a partnership buy-in, built so a lender can underwrite the deal against practice cash flow.
Equipment or technology financing
A focused plan and projection for a major equipment or systems investment, showing the payback and its effect on capacity and collections.
Second location or expansion
A plan and model for adding a location or providers, with the incremental economics and capital need separated from the existing practice.
Adding a service line
A projection for a new service line or ancillary revenue stream, modeled on realistic volume and reimbursement rather than best-case assumptions.
Partner buyout financing
A plan and lender package to finance buying out a departing partner, structured so the transaction can be underwritten against ongoing cash flow.
Refinancing existing practice debt
A plan and package to consolidate or refinance practice debt into a cleaner structure, presented for a conventional or SBA lender to evaluate.
What a fundable plan has to prove
The drivers we build your model around
Funders scrutinize a handful of things before they say yes. Here’s what our work is built to prove.
Payer mix
The split across commercial, Medicare, Medicaid, and self-pay, because it drives realized collections far more than gross charges do.
Net collection rate
Collections after contractual adjustments and write-offs, so revenue reflects what the practice actually banks.
Visit or procedure volume
Patient throughput and procedure mix by provider, the true engine of practice revenue.
Provider productivity and comp
Output per provider and the compensation model, modeled so profitability is honest about the largest cost.
Ramp to maturity
A realistic curve from opening to steady state, so a startup or new location is not modeled at full capacity on day one.
Fixed overhead and debt service
Rent, staff, and loan payments modeled against collections to show true debt-service coverage, the number lenders weigh most.
We build projections from your practice's real economics: trailing collections, payer mix, provider productivity, and overhead from your practice-management and accounting systems. For an operating practice, the base case is anchored to what your reports actually show. For a de novo startup with no history, we say so plainly and build from comparable practice benchmarks and your own market and staffing inputs, modeling a realistic ramp and labeling every assumption. We keep to the financial and business-plan side and route clinical, coding, compliance, and regulatory questions to your own qualified advisors. We do not fabricate volume, invent collections, or present another practice's results as yours.
The Engagement
Investor- and lender-grade, and yours to defend
A scoped engagement built from the drivers you actually control — not a fill-in-the-blank template. We build the plan, the model, and the funding materials, then prep you to defend every number in the room.
Sourced and honest. Every projection ties to a real driver or a stated assumption, downside cases are shown rather than hidden, and where something can’t be known yet we say so — a plan built to survive diligence, not to flatter a raise.
Every raise is different. The scoping call is where we map your drivers and your funding path.
How It Works
From drivers to a plan funders trust
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Discovery & drivers
We map the real operating and financial drivers — model, market, unit economics — and the exact funding you’re pursuing.
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Plan & model
A clear business plan and driver-based financial model with a transparent assumptions layer everything flexes from.
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Funding materials
The pitch deck or lender/SBA package your raise needs, built from the same model so the story and the numbers never diverge.
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Diligence readiness
We pressure-test the plan against the questions a lender or investor will ask — use of funds, repayment, returns — and fix what doesn’t hold.
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Support the raise
You get a documented plan your team owns, plus support taking it into the loan application, the pitch, or the investor meeting it was built for.
FAQ
Healthcare Practices — business-plan & funding questions
Do you give clinical or regulatory advice?
No. Our work is strictly financial and business-plan focused: the plan, the model, and the funding package. Clinical, coding, billing-compliance, and regulatory questions belong with your qualified advisors, and we route them there.
Can you help with an SBA loan for a practice?
Yes. Practice acquisitions and de novo startups are common SBA 7(a) uses. We build the SBA-ready plan, projections, and use-of-funds package the file requires. The lender makes the credit decision.
How do you model a startup practice with no history?
We build from comparable practice benchmarks and your own market, payer, and staffing inputs, and we model a realistic ramp to maturity rather than assuming full capacity from day one. Every assumption is labeled.
Will the model reflect our real payer mix?
Yes. Payer mix and net collection rate are central inputs, because gross charges overstate what a practice actually banks. Building on collections is what makes the model credible in underwriting.
Do you guarantee financing approval?
No. Credit decisions rest with lenders. We control the quality and completeness of your materials, which is what most often determines whether a strong practice gets a fair review.
Can you support a partner buy-in or buyout?
Yes. We build the model and lender package so the transaction can be underwritten against practice cash flow, structured to fit an SBA or conventional file.
Who does the work?
Senior consultants build the plan, model, and package directly. You work with people who understand practice economics, not a template service.
Can you refine our existing plan?
Yes. If you have a draft or a prior plan, we can rebuild the model on real collections and tighten the narrative rather than starting over.
The Full Practice