A cash forecast
See when money is expected to come in and go out, and where a cash shortfall could arise.
“When could cash become tight?”
Fractional CFO
Plan your medical group's next financial decision.
Understand the cash needs, costs and assumptions behind hiring, equipment purchases or expansion—before making a commitment.
What decision are you facing?
- Can we add a provider?Examine compensation, staffing, capacity and when collections may arrive.
- Should we purchase equipment?Compare payment timing, operating costs, expected use and alternatives.
- Can we open another location?Consider startup spending, ongoing commitments and the group’s cash needs.
Get a financial view of the decision.
The work depends on your question. These are planning tools we can scope together, not a fixed package.
A budget or operating model
Connect the plan to its expected costs, operating activity and assumptions.
“What does the plan depend on?”
A scenario comparison
Change an assumption, such as collection timing, and examine how it affects the decision.
“What if the plan changes?”
Deliverables depend on available information. Forecasts support decisions; they do not guarantee results.
Example: hiring before collections catch up.
A new provider’s compensation and staffing costs may begin before the related collections arrive.
CFO planning compares those commitments with the group’s existing obligations and projected cash.
Commitments beginCompensation
+ staffing
+ staffing
Collections buildMoney received
from the activity
from the activity
The interval between them needs to be considered.
If collections arrive as planned
When could receipts cover the added commitments?
If collections arrive later
How long might the group need to support the gap?
Illustrative planning example, not a client forecast or an affordability conclusion. A working model needs reviewed starting balances, relevant costs and assumptions approved by leadership.
How we work through it with you.
- 01
Define the question
Agree the decision, timing and information needed to examine it.
- 02
Review the inputs
Bring together financial history, current obligations and operating plans. Agree who supplies information and maintains assumptions.
- 03
Compare the options
Review the forecast or scenarios, discuss the assumptions and identify what needs attention before you decide.
Reliable records come first. If the records are incomplete, accounting or controller support may be the first priority.
Questions about CFO support
Can we start with one planning question?
We can discuss a scope centered on a specific decision and the information needed to examine it.
Does this replace our accountant?
CFO planning relies on dependable accounting. Preparation, oversight and advisory responsibilities are defined together.