Virtual CFO for Health & Allied Health in Sydney

Your numbers in 90 days. Fixed scope, fixed price, then it stops.

Health and allied health groups grow site by site and practitioner by practitioner, and the numbers that decide everything, revenue per practitioner, payroll load, and occupancy, rarely get pulled into one forward view.

The 90-Day Number builds it and hands it over on day 90.
See if you're a fitBook a 30-min intro
Senior finance for $2m-$15m Sydney businesses. The work is led by Chartered Accountants, with experience across public, private, and owner-led businesses.

Every virtual CFO sells a retainer. We sell a deliverable.

$17,850

+ GST
That is $5,950 a month for three months, then it stops. Fixed. No retainer pressure after day 90.
what's included

Four deliverables. Two modules. One fixed price.

Everything that lands in your hands by day 90, built around how a health practice actually runs. No more, no less. Scope-creep proof.
1
A simple 13-week cashflow model
Tied to patient and practitioner billing, payor mix, and payroll, where cash actually moves in a practice. Five minutes every Monday and you know what is in the bank across the quarter.
2
Three KPIs that drive the week
Usually revenue per practitioner, payroll as a share of revenue, and occupancy, set to your group. The three numbers your operating week runs on, reviewed every Friday.
3
A 12-month budget
The plan you run the year by, with the next practitioner, room, or site costed against the run rate. Assumptions you can defend to a board or a bank. Updated monthly, not filed once.
4
A one-page board readout you want to read
Revenue, margin, cash, KPIs, headcount, on a single page, consolidated and by site. The page you would hand a bank, a partner, or yourself in twelve months. No eighty-slide pageantry.
5
Headcount & Capacity Planning
Maps your hiring plan to revenue, cash, and output. Whether occupancy supports the next practitioner, or demand supports the next site. Trigger logic for when you commit.
6
Margin & Pricing
Contribution by site, service, and practitioner, after payroll and consumables. Fee and rostering scenarios modelled. The numbers that tell you whether you have a real business or a busy one.
who it's for

Built for $2M to $15M health owners past instinct, short of a CFO.

Three profiles where the 90-Day Number consistently lands here.

The multi-site medical or dental group.

You run a GP, dental, or specialist group across several sites. Revenue $5M to $8M, payroll close to 50% of it, and the per-site numbers exist but never consolidate into a forward view.

You cannot easily say which location carries the group and which one drags.

The allied health group.

You run a physiotherapy, psychology, or allied health group on practitioner billings.

Revenue around $5M, with the result driven by occupancy and revenue per practitioner, and cash that tightens whenever a clinician leaves or a room sits empty for a month.

The specialist or day-surgery practice.

You run a specialist practice or day surgery on procedure-based, high-value work.

Revenue $4M to $8M, with theatre and room utilisation and a payor mix of Medicare, private, and no-gap that makes a clean forward view genuinely hard to read.

why owners pick this

Why health owners pick this over an indefinite retainer.

Four reasons the structure of the 90-Day Number works where the standard virtual CFO retainer does not.
A 90-day decision point
The standard offer is an open-ended retainer at $4K to $8K a month with no end date. You sign on in March, cannot tell if it is working by July, feel awkward cancelling by September. This ends on day 90 by design. You decide what is next: continue, project work, or wrap with the four deliverables.
One fixed price, on the page
$5,950 a month for three months. $17,850 total, fixed. Not "from $X", not "$300 an hour", not "scoped after a discovery call". You price your range to a margin and a landed cost. You should expect a CFO to price their own work.
One named CFO, every week
Same person on day one, day forty-five, day ninety. Not a roster, not an account manager between you and the senior. You meet your CFO on the intro call and they run the engagement. Founder-direct, no layers.
Four documents, not eighty slides
We hand over the cashflow model, the three KPIs, the budget, and the one-page board readout. If it does not fit in those four documents, it is not strategic finance. It is theatre.
If your virtual CFO can't tell you the deliverable on day 90, you don't have a virtual CFO. You have a retainer.
how to start

Four weeks to a finance function. Twelve more to operate it.

Book a 30-minute intro. We talk through your stage, your numbers, and what you are trying to work out. We can meet in person around Sydney, or over a call.

If the 90-Day Number is a fit, we send a scoping doc within 48 hours and start the following Monday.

The diagnostic lands at the end of week one. The model is working by week four. The board readout is in your hands on day 90.
Book a 30-min intro

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Frequently Asked Questions

The questions founders ask before signing. Plain-English answers.
Do you work with medical, dental, and allied health groups?
Yes, they are a core part of the work. The pattern repeats across Sydney health groups between $2M and $15M: the per-site numbers exist, but revenue per practitioner, payroll load, and occupancy never get pulled into one forward view. That layer, on top of clean books, is what a virtual CFO builds.
What KPIs make sense for a health practice or group?
Usually revenue per practitioner, payroll as a share of revenue, and occupancy, though we set them to your group in week one. The test is three numbers that move revenue, margin, or cash, reviewed every Friday, not a thirty-metric dashboard.
What does $17,850 +GST buy a health business?
Three months of senior virtual CFO work and four named deliverables: a 13-week cashflow model, three KPIs, a 12-month budget, and a one-page board readout. Plus two modules, headcount and capacity, and margin and pricing. Fixed price, billed as three monthly payments of $5,950, then it stops.
How is this different from my accountant?
Your accountant handles the backward view: tax, structuring, compliance, year-end. We handle the forward view: cashflow, budget, KPIs, the decisions in front of you this quarter. Most builders need both. We work alongside your accountant, not instead of them.
We run several sites. Can you give us site-level numbers?
Yes, and for a health group this is usually the first job. We build the budget and cashflow as a consolidated view plus each site, so you can see which locations carry the group and which are dragging, and confirm the structure in week one.
Our billing mixes Medicare, private, and no-gap. Can the model handle that payor mix?
Yes. Each payor pays differently and on different timing, which distorts cash. We build the payor mix into the 13-week cashflow and track it as a KPI, so you can see how the mix drives both revenue and when it actually lands.
Our biggest cost is payroll. How do you track and control that?
Payroll as a share of revenue is one of your core KPIs. We track it by site and against occupancy, so you can see whether a quiet room or an under-booked practitioner is quietly turning a profitable site into a marginal one.
We are adding a practitioner or opening a site. Can you tell us if we can afford it?
Yes, that is the core of the headcount and capacity module. We cost the next practitioner or site against your occupancy, payroll load, and cash, so the decision is quantified, with a trigger, rather than a hopeful one.
Occupancy is our problem. Does the model address it?
Directly. Empty rooms and idle practitioner hours are pure lost margin in a fixed-cost practice. We measure occupancy, build it into the cashflow, and set it as a KPI, so it stops being the thing you feel but never quantify.
What happens after day 90?
You have the four deliverables and a working operating rhythm. We have a short conversation about what is next, with three honest options: continue on an optional monthly retainer with no lock-in, take on a scoped project, or wrap with the deliverables and stay in touch.
We have outgrown the bookkeeper but cannot justify a finance hire. Is this the in-between step?
Yes, that is the exact gap. A full-time finance lead at this stage is a $200K to $300K commitment with super, leave, and recruitment on top. This builds the layer that hire would own, hands it over documented, and leaves you running it for a fixed $17,850.
Is there a lock-in or minimum term?
No. The 90-Day Number is fixed at $17,850 +GST and ends on day 90. It does not auto-renew. If you continue afterwards, that is month to month with no lock-in either. You decide what is next, not a contract.
Pitt Street, Sydney
Chartered Accountants Australia & New Zealand Member
hello@sydneyvirtualcfo.com
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