Standalone Services
Standalone Services
Projects with a clear scope, on their own or inside a 90-day plan.
Defined scope
Operational Projects
Some needs are a project, not a role.
New location or build-out
Site selection input, build-out timeline, staffing plan, equipment, payer and licensing steps, and an opening checklist.
Consolidation
Closing or merging a site while keeping patients, providers and revenue.
EMR and systems migration
Vendor selection, data migration, inventory and booking setup, payments and lead tools, training and go-live support. See software implementation.
New income streams
Memberships, packages and new service lines, with pricing benchmarked against local and national competitors, membership terms, deposit and cancellation policies, and launch.
Pre-sale or investor readiness
Clean operating data, documented processes and a management team that does not depend on the owner.
Competitive analysis
A structured review of local competitors' pricing, services and positioning to inform your next move.
Policies and compliance documents
Deposit and cancellation policies, Good Faith Estimates, consents, intake forms and patient policy agreements.
Technology & process
Software, contracts and process improvement
Most practices pay for more software than they use and run on processes nobody wrote down. These four services fix both.
End-to-end software implementation
I own the whole rollout of a new EMR, practice management, payments, CRM, phone or scheduling platform: vendor selection, contract review, configuration, data migration, staff training and go-live support. One person is accountable from kickoff to go-live.
Tech stack audit and contract evaluation
An inventory of every software subscription and SaaS contract the practice pays for, compared with how much of it the team actually uses. You get a list of overlapping tools, unused seats, platforms the practice has outgrown, and what each one really costs per month.
Contract renewal review
Before each renewal cycle, I evaluate whether the plan, seat count, add-ons and term are the right size for the business today, then renegotiate or replace before it auto-renews.
Process improvement
Mapping how work actually moves through the front desk, intake, scheduling, billing and clinical support, then redesigning the steps that cause rework, delays and errors. The result is written SOPs, clear hand-offs and a practice that runs the same way every day.
Scope
What I do not do
I am an operator, not a CFO. I build the financial models that operating decisions need, but you should keep your own CPA or financial advisor. I am not your attorney, and I do not make clinical decisions. I work alongside those advisors and make their work easier.
Ready to talk?
A 30-minute call is enough to tell whether an assessment makes sense.