Dedicated CFO and Controller to drive financial leadership for growing behavioral health practices.
From Applied Behavior Analysis to Speech and Occupational Therapy, we provide strategic finance solutions tailored to the distinct needs of behavioral healthcare organizations.
Who we are
We are seasoned CFOs with over a decade of experience guiding healthcare and wellness organizations through financial growth, operational efficiency, and strategic transformation. Our expertise spans behavioral health, applied behavior analysis (ABA), occupational therapy, speech therapy clinics, gyms, and wellness providers.
What we stand for
We provide clarity, strategy, and financial insight for behavioral health organizations. We do this by leveraging our hands-on experience in financial management and technology. We are not just another outsourced consulting shop—we’ve directly managed the accounting and finance functions within behavioral health practices, giving us the operational understanding needed to drive real results.
Our clients
We partner with mid-market health and wellness companies and private equity owned portfolio companies navigating the complexities of growth when it comes to building structure and processes to the finance domain. With prior experience working with private equity portfolio companies and niche owner and family-owned firms, we bring industry knowledge and robust understanding of the challenges different companies face at every stage of their path.
Our clients work with us because we combine technical expertise, hands-on experience and deliver solutions that work in practice and provide true guidance to navigate the ever-changing behavioral health landscape.
Our Services
Financial Health
Strong financial reporting are foundational to the financial health of behavioral health organizations. Accurate, timely reporting ensures visibility into revenue, expenses, cash flow, and key operational metrics such as payer mix and visit volume. It supports informed decision-making and maintains compliance with Medicaid, insurance contracts, grant requirements, and audit standards.
Internal control
Setting of internal controls, such as, segregation of duties, approval workflows, and reconciliation procedures, help prevent errors, reduce fraud risk, and ensure integrity in financial data. A well-designed reporting and control environment builds trust with stakeholders, including boards, investors, and funding agencies.
Operational Efficiency
Operational efficiency in behavioral health is closely tied to understanding client behavior and optimizing clinician schedules. High rates of no-shows and last-minute cancellations not only disrupt care continuity but also reduce revenue and strain staff capacity. By analyzing patterns in client attendance—such as time-of-day preferences, appointment lead times, and payer types—organizations can make data-informed adjustments to scheduling practices. This may include implementing automated reminders, flexible scheduling options, or targeted outreach to high-risk clients. Reducing no-shows and cancellations allows providers to maximize billable hours, improve access to care, and increase overall financial performance without adding headcount or resources.
Staff Productivity
Staff productivity is a critical performance lever for multi-site, multi-discipline behavioral health organizations, where clinical and administrative resources are often spread across various locations and specialties. Optimizing productivity starts with clear visibility into clinician utilization rates, billable hours, and caseload distribution across different therapy types—such as ABA, speech, and occupational therapy. It also requires aligning staffing models with demand patterns at each site, ensuring adequate coverage without overstaffing. Standardizing workflows, leveraging centralized scheduling systems, and tracking key performance indicators across disciplines help identify underperformance and operational gaps. By improving staff productivity, organizations can enhance access to care, increase revenue per clinician, and drive consistency in service delivery—without compromising clinical quality.
Financial Planning and Analysis
Effective financial planning and analysis (FP&A) enables behavioral health companies to shift from reactive to proactive financial management. By developing forecasts, budgets, and scenario models, organizations can anticipate the impact of changes in reimbursement rates, staffing levels, service mix, and geographic expansion. An FP&A function provide insights into clinician productivity, cost per visit, and payer-specific margins, allowing for strategic resource allocation and growth planning. In a sector characterized by tight margins and payer complexity,
KPI Tracking
closely monitor key financial metrics such as cost per visit, revenue per clinician, and payer-specific margins. Tracking cost per visit helps identify inefficiencies in service delivery and highlights opportunities to optimize staffing, scheduling, and resource utilization. Monitoring revenue per clinician provides insight into individual productivity, allowing for performance benchmarking and informed workforce planning.
Funding sources (Payer Mix) Analysis
Analyzing payer-specific margins is especially critical in behavioral health, where reimbursement rates vary significantly across Medicaid, commercial insurance, and private pay. Understanding which payers contribute positively or negatively to margin enables organizations to negotiate more effectively, adjust service mix, and make strategic decisions around client intake and care delivery.
Labor structure optimization
Maintaining the right ratio between billable and non-billable labor is key; too few non-billable staff can lead to workflow inefficiencies and burnout, while an excess can erode margins. Leading behavioral health organizations regularly assess labor utilization rates, streamline administrative tasks with technology, and implement productivity benchmarks to align staffing models with both care quality and financial sustainability.
Capital Planning and Risk Management
Our finance function supports growth by identifying and mitigating financial risks, structuring capital for expansion, and ensuring that growth initiatives are scalable from a systems, staffing, and compliance standpoint. Whether it's adding telehealth services, opening new clinics, or diversifying into adjacent therapies such as occupational or speech therapy, finance acts as a strategic advisor—ensuring growth is not only clinically aligned but also financially viable and sustainable.
Strategic Growth Planning
Strategic growth in behavioral health can be meaningfully driven and supported by the finance function, which plays a critical role in aligning clinical goals with financial sustainability. Finance leaders provide the data, modeling, and insights necessary to evaluate new service lines, expand into new geographic markets, or assess acquisition opportunities. This includes market analysis, payer reimbursement modeling, capacity planning, and return on investment projections.
Profitability & Margin Optimization
Profitability and margin optimization depend heavily on payer mix (commercial insurance, Medicaid/Medicare, private pay, government contracts), service delivery model, and operational efficiency. Behavioral health organizations must continuously evaluate how each funding source impacts reimbursement rates and administrative burden while aligning their clinical offerings with the most financially viable models. We work with leadership teams to identify margin drivers, streamline workflows, and realign resources to ensure sustainable financial performance.