Most accountants treat a therapy clinic like any other small business. They miss the things that matter — the insurance reimbursement timing, the W-2 vs. 1099 clinician classification, the S-corp planning, the property strategy as you build wealth. We don’t. This is the work the firm is built around.
These are the conversations that come up over and over with practice owners I work with. They’re also the conversations most generalist accountants struggle with — because the answers depend on understanding how a clinical practice actually operates.
Most accountants are perfectly competent at general small business work. The reason therapy practices need a specialist isn’t that the work is harder — it’s that the patterns are specific. A firm that sees one therapy practice every few years can’t recognize what a firm that works with these practices every day will spot in 30 seconds.
I’ve seen what a healthy $500K solo practice looks like. I’ve seen what a healthy $2M group practice looks like. I’ve seen the financial profile of a clinic that’s about to fall apart and the one that’s about to scale beautifully. When something’s off in your numbers, I notice — not in March, but as it’s happening.
You don’t have to explain that EOBs come in batches, that some sessions get billed but never collected, that 1099 supervisees are different from employees, that group practices have a specific compensation rhythm. The vocabulary is shared, which means our calls go faster and our work goes deeper.
Our service tiers were built specifically around what therapy practices need at each stage. Solo practitioner who just needs clean books and accurate taxes? That’s a tier. Established practice with multiple clinicians and an S-corp? That’s a tier. Multi-location group practice planning a sale? That’s a tier. No square pegs in round holes.
S-corp election timing. Real estate purchase structuring. Cost segregation. Reasonable compensation analysis. Retirement plan optimization. §469 grouping elections for related-party rentals. These are the strategies that compound over years — and they’re the ones a generalist firm tends to miss because they’re not in the standard playbook.
You’re a year or two into your practice. Bookkeeping has been DIY or chaotic. Tax season is stressful. You’re wondering whether you should be an LLC, an S-corp, or something else.
You have multiple clinicians now. You’ve made the S-corp election or are considering it. Your books are mostly fine but tax time still surprises you. You want strategy, not just compliance.
Your practice is doing well. You’re thinking about buying the building, opening another location, bringing in a partner, or eventually selling. The financial decisions are getting bigger and more permanent.
A short questionnaire about your practice, what you’re looking for, and where things stand right now. Takes about 5 minutes. This lets me come prepared to our conversation rather than asking the same questions on the call.
We talk through your practice, your current setup, and what you’re actually trying to solve. I’ll ask follow-up questions about the things that matter and identify any immediate opportunities or red flags. No pressure, no pitch.
By the end of the consultation, you’ll know exactly what working together would cost, what tier fits your practice, and what the engagement would include. No mystery, no “I’ll send a quote later.”
If we’re a fit, I send a clear engagement letter. Once signed, we set up access to your books, gather the documents needed, and book the first monthly meeting. Most engagements onboard in 2–3 weeks.
Monthly bookkeeping, monthly review calls, quarterly planning (Growth tier and up), proactive communication, and a relationship that compounds in value over years. Not a vendor. A partner.
Start with a 20-minute consultation. No pressure, no pitch — just a conversation about what you’re building and how we might be able to help.
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