The Beyond Patient Care glossary for healthcare professionals who want to understand the numbers, systems, and decisions behind a stronger private practice.
A few years ago, a physician confided in me that she didn’t understand some of the business terms people were throwing around online.
She felt like she should already know. So she hadn’t asked.
At first, I was surprised. She always seemed like she had it together. Then I became upset. Not at her. At the system that trains us.
Healthcare professionals spend years, sometimes a decade or more, mastering some of the most complex information on the planet. And somewhere in that process, you pick up the message (consciously or unconsciously) that you should have the answers. If you don’t, that’s on you.
So when business ownership arrives with a completely separate language, most practice owners don’t ask. They nod in meetings, trying to piece it together from context clues.
Being a brilliant clinician and knowing how to run a business are two completely different things. You weren’t taught it. You’re not supposed to automagically know it. (That’s not a typo.) And yet somehow, most practice owners walk around believing they should.
So I made her a plain-English glossary and sent it to her.
Then a client running a $500K virtual PT clinic asked me a basic business term. I gave her the glossary. She was so excited, because even though she had been successful, she felt like she had been “winging it.”
That’s when I knew: where there is one, there are more.
The research confirmed it. In the 2026 Private Practice Vitality Report, a licensed mental health counselor in practice for 2 to 5 years said, “We’re not taught how to be business owners. We’re taught how to be good therapists. And so a lot of us jump into it blindly.” A physician running a cash-based practice for 6 to 10 years noted that “no one ever talks about the nitty-gritty bookkeeping.”
That’s why this glossary exists. To help you understand what’s going on in your business so you can make decisions with confidence.
How to Use This Glossary
Don’t try to read the whole thing. Jump to the words you always hear but are not exactly sure what they mean.
These terms are not organized alphabetically. They are broken into four sections by how practices function in the real world, so you can see how everything connects.
If you don’t have a specific word in mind, go to the section where you feel like you need the most support right now.
This is a living document. As we continue to research and write about private practice revenue, staffing, operations, and owner dependency at Beyond Patient Care, we will keep adding terms and linking back to deeper explanations to make sure you truly get it.
Start Here
Revenue
The total amount of money your practice earns.
Many people like to share their revenue numbers because they are the biggest, but revenue doesn’t tell you how much money is left after all the bills, vendors, and staff are paid. And it certainly doesn’t tell you how much you get to take home as the owner.
Related terms: Profit, Cash Flow, Operating Margin, Gross vs. Net Revenue
Profit
The amount of money left over after you have paid the bills, vendors, and staff.
Revenue and profit are not the same number, and confusing the two is one of the most common reasons practice owners accidentally overspend, hire before they are ready, or feel broke while “so much money is coming in.”
Related terms: Revenue, Cash Flow, Operating Margin, Overhead
Cash Flow
The timing of money going into or out of the business and whether or not it’s available when you need it.
For example, you could have great revenue and solid profit on paper, but if payroll is due Friday and the insurance reimbursements take 45 days to arrive, and it’s day 30, you have a cash flow problem.
Related terms: Revenue, Profit, Accounts Receivable, Cash Reserve, Payment Collection Rate
Operating Margin
The percentage of revenue left over after all operating expenses are paid. It tells you whether the business has a financial cushion to breathe, grow, or handle an emergency, unexpected expense, or slow month.
For example, if the practice brings in $500K and has $75K left after operating expenses, the operating margin is 15%.
Related terms: Profit, Revenue, Cash Flow, Overhead, Break-Even Point
Owner Dependency
How much the practice relies on the owner to keep revenue coming in, patients getting seen, and business running as usual.
A practice has an owner dependency problem when any absence by the owner causes revenue to slow down or stop, patients don’t get seen, or the team doesn’t do their jobs as well as when you’re there.
Related terms: Key Man Risk, Bottleneck
Conversion Rate
The percentage of potential patients who become new patients in your practice.
This number tells you how well your sales and intake process is working. A low conversion rate means people are showing interest, but something is breaking down between that first inquiry and their first appointment.
Related terms: Funnel
Structure Terms
Structure: Can the business run without everything going through you? (Through the CEO and COO Lens)
Structure is how your practice is designed. The workflows, the decisions, the processes, the offers. It is the essence of what makes up the business and how it runs, or does not run, without you.
In a private practice, the CEO sets the direction. The values, the mission, the vision, what the practice stands for, what it sells, the culture, and the trajectory. The CEO decides what the practice is going to be known for and creates the filter through which every other decision gets made.
The COO looks at the goals set by the CEO, determines the best way to achieve them with the resources available, and makes sure the day to day operations run smoothly.
In many private practices, one person is wearing both hats.
Owner Dependency
How much the practice relies on the owner to keep revenue coming in, patients getting seen, and business running as usual.
A practice has an owner dependency problem when any absence by the owner causes revenue to slow down or stop, patients don’t get seen, or the team can’t do their jobs as well as when you’re there.
Why it matters in private practice: Owner dependency is why a practice can look successful from the outside and feel completely exhausting from the inside. The schedule is full, the team is in place, and somehow everything still runs through you.
Watch for this: It usually shows up as a people problem. The team keeps coming to you with “Dr. So and So, what do you want me to do about this?” They don’t seem to take initiative or think for themselves. Before you decide you hired the wrong people, ask whether they actually have what they need to make decisions without you. Clear processes, documented standards, and defined authority change the conversation from “what do you want me to do” to “this is what I tried and this was the result.”
Related terms: Key Man Risk, Owner-Driven Revenue, Days Business Can Run Without Owner, Bottleneck, SOPs
Key Man Risk
Key Man Risk is basically the same as owner dependency, except this one comes with a price tag.
It’s the risk created when the practice owner is the main reason the business functions. Whether that’s because of your clinical skill, the relationships and demand you’ve built, or your knowledge of how the practice runs, the business depends on your presence to survive.
It’s called a risk because if you’re not available, one of those key elements fails.
Why it matters in private practice: Key Man Risk significantly reduces your ability to sell the practice when you’re ready to retire, or if you ever need to for any reason. A practice that can’t function without you is not an asset. It’s a job with overhead. 🫣
Watch for this: If someone offered to buy your practice tomorrow, would it continue to run at the same level without you in it? Most practice owners assume the patient panel gives the business value. It does. Just not as much as they think.
Related terms: Owner Dependency, Bottleneck
Bottleneck
A bottleneck is where a process in the business slows down because it has to wait for one person.
Why it matters in private practice: In most small practices, that one person is the owner. Not because the owner is doing anything wrong, but because the team hasn’t been given clear expectations, they don’t know how you want things done, and they haven’t been given parameters for making decisions within their role without you.
Watch for this: A common example is scheduling. If the schedule looks full but a new patient needs to get in, does your front desk know how to make that happen without calling you? If the answer is no, you’re the bottleneck. And somewhere in your practice, there are probably other places where the same thing is happening.
Related terms: Owner Dependency, Key Man Risk, SOPs
SOPs (Standard Operating Procedures)
An SOP is a step-by-step set of instructions for how you want something done so the team can produce a consistent result every time without having to ask you.
SOPs are why your Starbucks drink comes out the same whether you’re in Atlanta or Albuquerque. Somewhere, someone wrote down exactly how to make it.
Why it matters in private practice: SOPs are how the key functions in your business get transferred to your team so they know how you want things done and what the standard is for doing them in your practice.
Watch for this: If a team member makes a mistake and your first instinct is “I’ll just do it myself, it’s faster,” that’s a sign an SOP is missing. You’re not saving time. You’re just delaying the problem and training your team to wait for you.
Related terms: Bottleneck, Owner Dependency
Performance Terms
Performance: Is the business financially stable? (Through the CFO and CMO Lens)
Performance is about the growth of your practice. It focuses on the best way to generate more new patient leads and the revenue and profit that is produced as a result.
The CFO watches the financial health of the practice. They’re looking at what’s coming in, making sure the practice isn’t spending more than it should in any category, and trying to anticipate what the financial future looks like based on the trends.
The CMO is focused on making sure as many people as possible who might come to or refer to the practice are aware that it exists. They are responsible for creating demand for services and generating leads for the business.
In many private practices, the owner is wearing both of these hats too.
Gross vs. Net Revenue
Gross revenue is the total amount billed or charged by the practice. Net revenue is what’s left after write-offs, refunds, and insurance adjustments are applied.
Why it matters in private practice: These two numbers tell two different stories. Gross revenue tells you what the practice produced. Net revenue tells you what the practice collected after the adjustments.
Watch for this: When someone says “we did $500K last year,” they usually are referring to gross revenue, but the gap between those two numbers can be significant, especially in insurance-based practices where contracted rates and write-offs can quickly reduce what actually ends up in your bank account.
Related terms: Revenue, Profit, Cash Flow, Operating Margin, Payment Collection Rate
Overhead
The cost of running the practice. Payroll, rent, supplies, software, vendors. Everything it takes to keep the doors open regardless of how many patients you see.
Why it matters in private practice: If you don’t know your overhead number, it’s easy to overspend, hire too early, or undermarket without realizing it. It’s also hard to know what numbers you need to hit in terms of leads, visits, or revenue to turn a profit or have breathing room.
Watch for this: If you constantly feel like you’re working hard but there’s nothing left in the account at the end of the month, your overhead number is a good place to start looking.
Related terms: Fixed vs. Variable Costs, Break-Even Point, Operating Margin, Profit
Operating Margin
The percentage of revenue left over after all operating expenses are paid. It tells you whether the business has a financial cushion to breathe, grow, or handle an emergency, unexpected expense, or slow month.
For example, if the practice brings in $500K and has $75K left after operating expenses, the operating margin is 15%.
Why it matters in private practice: Overhead tells you how much you’re spending in dollars. Operating margin tells you what percentage of your revenue is actually left over after those expenses. A healthy margin means the practice has room to breathe, reinvest, or absorb a slow month. A low margin means most of what comes in is already spoken for before it arrives.
Watch for this: If your operating margin is below 10%, that’s a mayday. A healthy target for a private practice with a small team is usually somewhere between 15 and 20%. Cash-based practices with leaner overhead may see higher margins.
Fixed vs. Variable Costs
Fixed costs are expenses that stay the same regardless of how busy the practice is. Rent and your EMR subscription are good examples. You pay them whether you saw two patients or two hundred that month.
Variable costs change based on usage or need. Your electric bill, supplies, and some staffing costs are variable. They tend to go up when the practice is busier and down when it’s slower.
Why it matters in private practice: Knowing which costs are fixed and which are variable helps you understand what you’re committed to every month no matter what, versus what you have some control over. It also helps you make smarter decisions when revenue dips or you’re planning to grow.
Watch for this: Most practice owners know their rent. Fewer know the full picture of everything that hits the account every single month whether they see patients or not. That number is worth knowing.
Related terms: Overhead, Break-Even Point, Operating Margin, Cash Flow
Break-Even Point
The moment when the amount of money you bring into the practice matches the amount of money you spend running it.
Why it matters in private practice: Knowing your break-even point tells you exactly how much revenue you need to bring in to avoid using credit or savings to cover the difference and keep the business running.
Watch for this: A full schedule feels productive. But full doesn’t always mean profitable. If you don’t know your break-even number, you could be seeing patients all day and your account could still end up with a negative balance at the end of the month.
Related terms: Overhead, Fixed vs. Variable Costs, Operating Margin
Accounts Receivable / AR
Money owed to the practice that has not come in yet.
Why it matters in private practice: You can have a great month in terms of what you billed, but the money may not hit your account that month. In the meantime, payroll and rent are still due, and the business still needs to operate, which can make money feel tight even though your schedule is full.
Watch for this: If you have done the work but it’s taking a long time to get paid, take a look at your AR. This is one way to increase your cash flow without doing additional work.
Related terms: Cash Flow, Payment Collection Rate, Cash Reserve, Gross vs. Net Revenue
Payment Collection Rate
The percentage of what the practice bills that it actually collects.
Why it matters in private practice: A low collection rate means the work was done and the claim was submitted, but the full payment never arrived for some reason. A low number usually means one of three things. Claims are being submitted and rejected, and no one is following up to find out why or dispute the decision. The patient was responsible for a portion of the bill beyond their co-pay, and no one has reached out to them about the remaining balance, or both.
Watch for this: If you’re doing the work but not getting paid what you’re owed, this number will tell you. And if the follow-up is happening but unsuccessful, that’s a process worth looking at.
Related terms: Accounts Receivable, Cash Flow, Gross vs. Net Revenue, Operating Margin
Cash Reserve
The amount of money the practice has set aside outside of operating expenses. The general recommendation is a minimum of three months of operating expenses, ideally six.
Why it matters in private practice: Without a cash reserve, an unexpected expense can feel like chasing a runaway train. If there isn’t much cushion each month to begin with, using what’s available to cover the unexpected means starting the next month already in a deficit.
Watch for this: If an unexpected bill or a slow month would immediately threaten your ability to make payroll, make a plan to build your cash reserve before you need it.
Related terms: Cash Flow, Overhead, Operating Margin, Break-Even Point
Delivery Terms
Delivery: Can the practice serve patients and grow without breaking? (Through the CXO and CPO Lens)
Delivery is what happens once the patient is in the door. The care, the communication, and whether they come back or send someone else.
The CXO is responsible for how the patient feels about their interactions with the practice. This shows up in retention, plan of care completion rate, referrals, and whether patients come back when they need care again.
The CPO is focused on the people inside the practice. Hiring, team dynamics, how the team works together, and making sure everyone has what they need to succeed in their role.
In many private practices, the owner is wearing both of these hats too.
Clinician Utilization
How full each practitioner’s schedule is relative to their ability to accept patients.
Why it matters in private practice: A low number usually means more marketing is needed to fill the schedule. A high number across all providers means it may be time to look at hiring before somebody burns out.
Watch for this: If one provider’s schedule is consistently full while another’s has gaps, that’s worth investigating. Sometimes it’s a marketing problem. Sometimes it’s a front desk and scheduling problem. And sometimes it’s a provider problem. 😬
Related terms: Schedule Fill Rate, Rebooking Rate
No-Show + Cancellation Rate
A no-show is a patient who does not come to their scheduled appointment without providing notice. A cancellation is a patient who provides notice within a certain window of time but does not reschedule.
Why it matters in private practice: High numbers result in lost revenue and prevent other patients, new or returning, from getting on the schedule.
Watch for this: If a patient cancels without rescheduling, they are at risk of not completing their plan of care or not returning to the practice at all. If your cancellation rate is high, find out whether patients are being asked to reschedule before they hang up the phone.
Related terms: Rebooking Rate, Plan of Care Completion Rate, Schedule Fill Rate
Schedule Fill Rate
The percentage of appointment slots that have been booked by patients.
Why it matters in private practice: When you look at this number a week out, you can do something about it ahead of time instead of freaking out on Monday morning when you see the openings on the calendar. It’s like looking at the weather forecast. If you look ahead of time, you know how to prepare, whether you’re going to be slammed or light.
Watch for this: If the number is low, there are things you can do. For example, having your staff call patients on the waitlist or the cancellation list, or sending an email to let people know when they can be seen next week.
Related terms: No-Show + Cancellation Rate, Rebooking Rate, Clinician Utilization
Plan-of-Care Completion Rate
The percentage of patients who complete the number of visits prescribed and achieve the goals set during their initial consultation or evaluation.
Why it matters in private practice: A low completion rate affects revenue as well as patient outcomes. It also tells you something about what’s happening inside the practice.
Watch for this: A low number usually points to one of a few things. The front desk may not be effectively scheduling visits far enough out or rescheduling missed visits. The patient may be unsatisfied with the service or their progress. Or in cash-based practices, the patient felt good enough to stop coming before completing care, especially if they were paying per visit instead of committing to a package or program designed to get them to their goal.
Related terms: No-Show + Cancellation Rate, Rebooking Rate, Attrition/Churn Rate
Rebooking Rate
The percentage of patients who leave an appointment with their next visit already scheduled.
Why it matters in private practice: Proactive rebooking almost guarantees the next visit and the revenue that comes with it. Waiting for the patient to call back means potentially losing that revenue, spending time and resources chasing patients, or having to replace them with new patients. It affects both the bottom line and patient outcomes.
Watch for this: If your front desk is waiting for patients to call and schedule their next appointment, your rebooking rate is probably lower than it should be. The rebook should happen before the patient walks out the door.
Related terms: Schedule Fill Rate, No-Show + Cancellation Rate, Plan of Care Completion Rate
Attrition / Churn Rate
The percentage of patients or members who stop using a service over a given period of time.
Why it matters in private practice: This number matters most in membership and subscription based models like Direct Primary Care practices. A high churn rate means the practice is constantly spending time and resources marketing to replace the patients it lost, instead of growing on top of a stable base.
Watch for this: High attrition usually points to one of a few things. Patients are not using the service enough to feel like it is worth the cost. They are not seeing progress. Or the overall experience is not meeting their expectations. If your churn rate is high, it is worth finding out why people are leaving before spending more money trying to replace them.
Related terms: Plan of Care Completion Rate, Rebooking Rate, Schedule Fill Rate
General Business and Marketing Terms
These are words you hear thrown around all the time but may not know exactly what they mean. You may hear them from your CPA, HR consultant, recruiter, or marketing person. Now instead of nodding and smiling or trying to pick up context clues, you’ll know what they are talking about. 🤓
Conversion Rate
The percentage of potential patients who become new patients in your practice.
This number tells you how well your sales and intake process is working. A low conversion rate means people are showing interest, but something is breaking down between that first inquiry and their first appointment.
Why it matters in private practice: A low conversion rate usually points to one of two problems. Either the leads being generated are not the right fit, which is a marketing problem, or the sales process is broken, which means the right people are showing up but not saying yes.
Watch for this: If you are doing consultations with people who need your help but keep hearing “I can’t afford it,” that is usually a signal that something is going wrong in the sales conversation. Before lowering your rates, look at how you are positioned and how you are presenting the value of your services first.
Related terms: ICA, Funnel, Lead Magnet, Positioning
ROI (Return on Investment)
The percentage of money you get back relative to what you spent, whether that investment was money, time, or energy.
Why it matters in private practice: Every tool, service, and hire should be able to justify its cost. ROI helps you decide whether something is worth keeping, cutting, or expanding.
Watch for this: Not every ROI is immediate or obvious. The ROI for an EMR with an AI scribe that saves you 10 hours a week is time, even if it costs a little more than your other system. A billing service that cuts your denied claims by 20% may more than make up for their monthly fee, but you won’t know unless you do the math. If you can’t articulate the return on something you’re paying for, that’s worth a second look.
Related terms: Overhead, Fixed vs. Variable Costs, Break-Even Point, KPIs
KPIs (Key Performance Indicators)
Specific metrics you track to determine how well the practice is doing relative to your business goals.
Why it matters in private practice: Tracking KPIs gives you insight into the trajectory of the practice and the ability to forecast what’s coming so you can make adjustments before you need to. These metrics help you see what needs attention in the business before the results show up in your bank account one way or another.
Watch for this: If the only number you check regularly is your bank balance, you’re running your business while looking in the rearview mirror. The bank balance tells you what already happened. KPIs tell you what’s coming.
Related terms: Leading vs. Lagging Indicator
Leading vs. Lagging Indicators
Leading indicators are future-focused. They tell you what’s probably going to happen, which means you can do something about them. New patient inquiries and schedule fill rate are good examples.
Lagging indicators are past-focused. They tell you what already happened. By the time you see them, it’s too late to do anything about them. Revenue and operating margin are good examples.
Why it matters in private practice: Most practice owners spend the majority of their time looking at lagging indicators. The bank balance. Last month’s revenue. The number of visits completed. Those numbers tell you the score after the game is over. Leading indicators let you adjust your strategy before it’s too late.
Watch for this: If every number you review is past-focused, you’re missing the metrics that give you time to change the result.
Related terms: KPIs, Schedule Fill Rate, Operating Margin
Target Market
The broader group of people who might benefit from your services.
For example, a practice that helps people lose weight has a target market. But a 30-year-old woman preparing for her wedding and a woman navigating perimenopause are both in that target market and need completely different approaches. That’s where your ICA comes in.
Why it matters in private practice: Knowing your target market helps you focus your marketing efforts. Knowing your ICA within that market helps you speak to the right person with the right message.
Related terms: ICA, Positioning, Funnel
ICA (Ideal Client Avatar)
Your ICA is the person within your target market who is the best fit for your services. Typically someone who is already aware of the problem they have and the solution you provide, and is ready, willing, and able to pay for your services.
Why it matters in private practice: Knowing your ICA makes your marketing more effective and selling easier. When you know exactly who you are talking to, every decision about messaging, offers, and referral relationships gets clearer.
Watch for this: If you don’t get a lot of engagement with your marketing from people you’d love to work with, or you get a lot of objections during your sales conversations, you are probably not clear enough about your ICA or speaking to your ICA. The more specific you are about who you serve best, the easier it is for the right patients to find you and say yes.
Related terms: Target Market, Positioning, Funnel, Referral Source
LTV (Lifetime Value)
The total amount of money a patient spends with your practice while they are under your care or within your ecosystem.
Why it matters in private practice: It is more difficult to acquire a new patient than to keep an existing one. Internal marketing of new services and offerings to people who have already done business with you is easier and less expensive than trying to get someone who has never worked with you to say yes. Working to increase your LTV will positively affect your overall revenue while decreasing your marketing costs.
Watch for this: If your practice is constantly focused on new patient acquisition without a strategy for keeping and re-engaging existing patients, you may be leaving money on the table and overspending on marketing at the same time.
Related terms: ICA, Attrition/Churn Rate, Rebooking Rate, Referral Source
Funnel
Each step in the process of making sure potential patients know about you, all the way to the point where they become a patient on your schedule.
Why it matters in private practice: When you don’t have an intentional process to acquire patients, getting new patients can feel like a mystery, and you won’t know what to track or what to address if there are gaps in the system. And if you don’t know what to track, it’s hard to build something that is predictable and repeatable by someone other than you.
Watch for this: If new patients seem to come in randomly or in waves without a clear reason, you probably don’t have a defined funnel. Random results are usually a sign of an inconsistent process somewhere between finding out about your practice and making the first appointment.
Related terms: ICA, Lead Magnet, Nurture Sequence, Referral Source
Lead
A potential patient who has expressed interest in your services, the problem you solve, or the outcome you help people achieve. A lead is not yet a patient.
Why it matters in private practice: A lead represents potential revenue. A patient represents actual revenue. Knowing the difference matters because the steps between the two require intention, follow-up, and a process. Without those, potential patients remain potential revenue.
Watch for this: If you have a lot of people showing interest but not booking appointments, something in your funnel is broken and needs to be investigated.
Related terms: Lead Magnet, Funnel, Conversion Rate, ICA
Lead Magnet
A free resource related to your services offered in exchange for a potential patient’s contact information.
Why it matters in private practice: A good lead magnet is easy to consume in one sitting and gives the potential patient either a quick win toward their desired outcome or a new awareness about their problem they didn’t have before. When done well, it establishes trust and credibility before they ever set foot in your practice.
Watch for this: If yours takes more than 20 minutes to get through, covers more than one topic, or people are downloading it but not responding or booking appointments afterward, you may need to adjust it.
Related terms: ICA, Funnel, Nurture Sequence
Nurture Sequence
A series of emails sent to potential patients after they download your lead magnet, designed to help them get to know you, trust you, and ultimately take a specific action toward working with you, like booking an initial consultation or evaluation.
Why it matters in private practice: Most people are not ready to book an appointment the moment they find you. A nurture sequence keeps you top of mind and builds the relationship between that first point of contact and the moment they are ready to say yes.
Watch for this: If someone downloads your lead magnet but stops opening emails or never takes the next step, it may be time to look at the content, the timing, or the call to action (the specific thing you are asking them to do next, like booking a consultation) in your sequence.
Related terms: Lead Magnet, Funnel, ICA
Referral Source
A person or organization that directs potential patients to your practice.
Why it matters in private practice: Most practice owners treat referrals as something that happens to them rather than something they can influence. Knowing which referral sources send the most of your ideal patients and focusing your relationship building there is one of the most cost effective ways to grow a practice.
Watch for this: If you don’t know where your best patients are coming from, you can’t do more of what’s working. Start by asking new patients how they found you and tracking the answers. Over time you will see the patterns and know where to focus your energy.
Related terms: ICA, Funnel, LTV
Positioning
What you are known for and the space you occupy in someone’s mind, in terms of the problems you solve and the outcomes you help people achieve.
Why it matters in private practice: When you are well positioned, people instantly know if they should work with you or who to send to you because they understand what you do. Referrals tend to quickly become patients because they are the right fit. And collaborations and visibility opportunities are more plentiful. It also eliminates the sense of competition because you know your lane.
Watch for this: If people cannot easily understand, remember, and repeat what you do, if figuring out what to say or where to find patients is a challenge, or if you find yourself getting new patient inquiries from people who are not the right fit, your positioning may need some work.
Related terms: ICA, Target Market, Referral Source
Before You Close This Tab
Before you close this tab, answer these three questions honestly.
Structure: Can your practice function for 30 days without you?
Performance: Do you know what your practice needs to bring in this month to break even?
Delivery: Do you know what percentage of your patients are coming back or completing their plan of care?
If you answered no or I’m not sure to one of these, start with that section of the glossary.
If you answered no to more than one, start with Structure. It’s the first domino.
Whenever you are ready
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