Your fractional CFO for owner-operated wellness clinics.
Longevity. IV therapy. Hormone optimization. Functional medicine. Recovery. Each modality has different unit economics, different patient LTV, different retention math. Most clinics report one bottom line for all of them, and miss which lines are actually paying.
30 minutes. Free. No pitch, no obligation.
Five operational pains we hear most often
1. New patient acquisition is unstable, and the cost is climbing
Wellness patients shop on reviews + outcome stories + provider credentials + price, usually in that order, usually on mobile, usually late at night. Paid ad acquisition cost for "longevity clinic near me" has climbed materially in the last 24 months. The clinics holding ground are the ones who built an organic + referral motion strong enough to subsidize paid.
2. Patient retention math does not pencil at most clinics
Membership and protocol-subscription models need 12+ month average tenure to work. Industry median is closer to 6-9 months. The difference between a healthy clinic and a struggling one is usually four months of average tenure, and most operators cannot tell you their exact tenure distribution by protocol or by acquisition channel.
3. Multiple revenue streams, commingled reporting, one fuzzy P&L
A typical wellness clinic runs memberships + à la carte protocols + supplements + IV drips + recovery services. Each line has different cost of goods, different staff time, different patient experience economics. Commingled monthly P&L hides which lines are actually profitable. Pricing decisions get made on instinct.
4. The owner-clinician's time is the constraint
Most clinics are owned by an MD, NP, or NDR who is also the lead clinician. Clinical time and business time compete. Business decisions get made in the gaps. The clinics that scale are the ones where the owner gets to spend more time on clinical work and patient outcomes, not less.
5. Compliance and ad-platform rules make paid acquisition risky
FTC plus state medical board plus platform-specific restrictions (Meta, Google) on health claims, before/after content, treatment outcome language. Most clinics either over-restrict and lose effective ad copy, or under-restrict and risk takedowns or fines. The right framing is a documentable rules-of-engagement decision, not a pattern of repeated guesses.
Diagnose, monitor, advise
Most clinic owners meet us one of a few ways, and you do not have to know which one fits today. Start with a finding or an Intro Call; the right depth becomes obvious from there.
Diagnose
Understand your own clinic, in depth.
Exactly where patient attention and margin leak across memberships, protocols, IV therapy, supplements, and recovery.
Website Audit: a three-layer read (classical search, answer-engine, generative AI) of your patient-acquisition surface, with health-claim and platform ad-compliance awareness. Every finding carries severity, evidence, a recommendation, and the expected outcome. The punch list. You leave with a severity-ranked fix list and the order to work it, instead of piecing the problem together yourself from scattered agency opinions. View a sample (PDF) →
Website Audit Pro: the Audit plus the synthesized diagnosis. Fix-sequencing, the entity and citation problems the rules cannot reach, and a strategic read. The diagnosis, not just the list. You leave knowing which fixes to make first because they compound, the sequencing done for you rather than left as a list to prioritize on your own.
Buyer Alignment Audit: the patient your public properties actually attract versus the one your membership and protocol economics need, classified three ways, with the unit-economics implications of the gap. Usually the right entry point for wellness clinics. You leave able to name the patient mix you are actually drawing in and what the mismatch is costing you, without running that analysis yourself.
Full Business Diagnostic: the whole-business read across acquisition, retention, service-line profitability, and operations. 13 findings, the opportunity sized across five to seven levers, and a 90-day roadmap. It sizes any upside in your own numbers, so what you stand to gain is measured against your clinic rather than a benchmark, and the whole-business read is assembled for you instead of pieced together across a dozen spreadsheets and meetings.
Monitor
Keep an eye on it, every month.
Drift caught before it shows up in your membership base.
Monitor: a monthly scorecard on your own surface against the wellness dimension framework, drift-watch alerts (search and AI, reputation, discoverability, schema), and a monthly digest with one to three actions, with FTC and state-board ad-compliance constraints built in. It takes the monthly report off your plate, the data-pulls and the "how are we doing" write-up your staff now lose hours to, and catches drift the month it starts instead of at the quarterly review.
Monitor Plus: everything in Monitor plus the cohort overlay. Four named regional or modality peers tracked against you, with peer-movement and AI-visibility and pricing-drift alerts, written analyst commentary, a visual-asset inventory, and the top three actions for the month. The richest read we sell without a retainer. It replaces the manual peer research and the cohort-retention analysis your team would otherwise hand-build, and hands back the analyst read on the three things to do this month. View a sample briefing (PDF) → | Talk about Monitor Plus →
Wellness practices that separate per-modality unit economics tend to discover one or two modalities running at break-even or worse, and reprice within a quarter. Monitor tells you which side of that you are on.
Advise
Put a CFO in the room.
The pricing, retention, modality-mix, and capital decisions too expensive to make alone.
Engage: senior CFO judgment and the intelligence engine alongside your team, on a retainer. A monthly strategic-oversight call, a quarterly review with a refreshed 90-day roadmap, and Monitor Plus included. The work is structured around the decisions that move your clinic, not just activity. It also lifts the data-pulls, the agency status reviews, and the "what does this mean" memos off the owner-clinician's desk, the ten to fifteen hours a month that should go to clinical care and patient outcomes. You keep your books; we are the CFO in the room.
Manage: we run the finance function outright. Close, cash, books, dashboard, and the finance-project library as recurring work, with Scott as your fractional CFO. Your finance function runs without you: the close, the cash, the dashboard, and the membership and modality reconciliations, all handled. Every major pricing, retention, and capital call gets CFO judgment before you make it. We own the books.
The line between Engage and Manage is who owns the books.
Ad hoc
Hand us the project, scoped to the work.
The one-off builds and analyses that do not fit a subscription. We scope the work, price it to the scope, and own delivery end to end.
Website builds: a new site engineered for the way patients actually find you now, classical search, answer engines, and AI. You leave with a property that converts consultations and wins the local answer, built and shipped for you instead of managed through an agency on retainer.
Membership and modality pricing analysis: what memberships, à la carte protocols, supplements, and recovery each earn after cost of goods and staff time, and which are priced below what they are worth. You leave knowing what to charge and how to structure the tiers, the modeling done for you rather than guessed at over a spreadsheet.
Process redesign and automation: the manual, repetitive internal work, the reporting, the reconciliations, the hand-offs between systems, rebuilt and automated. You get hours back every month and a process that does not break when a key person is out.
Other project work too. If it has a defined scope, we can price it and own delivery.
Outcomes, including any time freed and any monetary gains, depend on your current business practices and your own execution. We size and pursue them against your real numbers; we do not promise a figure.
What another six months of waiting actually costs
Every consultation that converts to the wrong-margin protocol is a patient you priced your business against, not for. Membership-vs-per-visit-vs-protocol-kit economics differ by 3-5x in margin contribution; running them on one set of metrics hides which one is paying for the others.
Every silent membership lapse you catch at the renewal date instead of at the early-warning signal is 60-90 days of failed re-engagement window. Patient acquisition cost in wellness runs $400-$1,200; re-engagement runs a fraction of that, but only inside the window.
Every quarter you remain absent from "best longevity clinic near me" / "IV therapy Santa Barbara" / "hormone optimization Newport Beach" on Claude, ChatGPT, and Perplexity, your competitive set books the patient who would have been yours. A Website Audit measures exactly that visibility gap.
Every modality you can't separately P&L is a modality that may be subsidizing another. Most multi-modality wellness practices are unknowingly running one or two protocols at break-even or worse.
None of these surface in your QuickBooks. All of them surface in your bank balance.
Visibility, acquisition, closing, servicing
Four operational layers, each with specific work we take off your plate.
Visibility
Three-layer audit (classical search + answer-engine + generative AI) calibrated to the wellness-longevity vertical, including platform-specific compliance constraints. AI-search query pack tuned to actual patient search behavior in your region and your modalities. Monthly Monitor briefing tracking how you move against four named regional or modality peers.
Acquisition
Public-surface channel diagnosis: where is your website, search, and AI visibility delivering patient attention, and where is it underperforming for the patient mix you need? Buyer Alignment Audit if the patient mix your public properties are attracting does not match the membership economics you need. Compliance-aware ad copy review (FTC + state medical board + platform rules) so paid spend is defensible.
Channel-economics analysis (memberships vs. one-shot protocols vs. concierge patients) draws on your inside spend, attribution, and patient-source tracking and lives inside an Engage or Manage retainer. The Full Business Diagnostic reads the public-surface signal for each channel and names where patient attention is leaking.
Closing
Consultation-to-protocol conversion analysis across your service lines (from public surface plus the conversion data you supply). Pricing strategy across memberships, à la carte, supplements, recovery, and bundled protocols. Patient LTV + Cohort Model: retention curves, three-year value projections, and identification of high-churn vs. high-LTV cohorts.
Servicing
Quarterly Buyer Alignment Audit (inside Engage and Manage) catches drift before it shows up in numbers. Monthly cohort intelligence on what peer clinics are doing in protocol mix, membership pricing, communication cadence. The retainer tiers put a CFO-grade voice in monthly reviews so the clinical owner can stay clinical.
Take the Wellness Assessment first
Five minutes. Tell us about your service mix, top challenges, and growth goals. We send back a written Wellness Profile within one business day. No pitch.
What wellness owners ask
We read the patient mix the way a CFO reads a P&L. Membership versus per-visit, modality blend (IV therapy, hormone optimization, peptide protocols, recovery), retention curves, and the consultation-to-protocol conversion. Most wellness practices have several modalities commingled in one P&L; the CFO work is separating them so you can see which modality actually pays back.
A wellness practice is three businesses in one: subscription (membership), retail (single-visit modalities), and ecommerce (supplements and protocol kits). Each has a different acquisition cost, lifetime value, and cash conversion. Most practices try to run them on the same metrics and the math collapses. The CFO lens separates the three so the pricing and protocol-mix decisions stop fighting each other.
The Website Audit benchmarks visibility, search authority, AI-search citation rate, and unit economics across modalities. The Buyer Alignment Audit (the usual right entry point) diagnoses whether the patient mix matches the membership and protocol economics you need. The Full Business Diagnostic adds the full operational and capital read.
Pricing is set at the Intro Call, scoped to your modalities and goals. The Website Audit, Buyer Alignment Audit, and Full Business Diagnostic are fixed-scope diagnostic instruments; Monitor and the Engage and Manage retainers are quoted per client. The fastest way to a number is a 30-minute Intro Call.