Because you charge a flat monthly subscription, a missed appointment does not automatically reduce monthly revenue — the patient pays for access to the care model, not only for completed visits. Missed appointments may create some natural open capacity that can occasionally be used for urgent needs, but the practice should not rely on no-shows to make the access model work. The planned urgency buffer should stand on its own.
| Scenario | Hrs/wk | Sessions/wk | Active pts | Revenue/mo | Status |
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This tool is a first-step business model explorer — not a schedule, a complete financial plan, or a guarantee. The $18,000/month number is treated as the monthly revenue requirement you described needing to cover business expenses, expected overhead, and personal/life costs. This version does not yet break out individual overhead categories, but it shows whether the selected care model can generate enough revenue to support that requirement. The following assumptions are built in:
Bi-weekly visits. Every active patient is seen once every two weeks. The model calculates active patients as scheduled weekly sessions × 2. If some patients need weekly sessions, the model overstates how many active patients you can carry.
Subscription pricing. Revenue is calculated as active patients × monthly subscription price. This assumes a flat-rate monthly subscription — not per-visit billing, not insurance reimbursement.
Session mix uses averages. The 90/10 split between 30-minute and 60-minute sessions is applied as a weighted average (33 minutes). In practice, actual days will have whole visits, not fractional ones. This is fine for modeling but should not be read as a literal daily schedule.
Admin time is per visit. Admin time is modeled per patient visit (documentation, notes, follow-up). It does not include monthly overhead tasks like billing review, credentialing, or marketing.
Urgency access test. The model checks whether held-open buffer slots ≥ 10% of active patients. This is a conservative proxy — it does not model actual appointment request patterns or day-of-week demand variation.
No failed payments, refunds, or discounts. Revenue assumes every active patient pays in full every month. This version does not reduce revenue for failed payments, refunds, discounts, waived fees, or collections issues.
Backup provider cost is simplified. Coverage cost is modeled as 1099 day rate × days per month. It does not account for payroll taxes, malpractice riders, onboarding time, supervision requirements, or other legal/compliance costs related to backup coverage.
70% capacity benchmark. The dashed line on the 6-month runway chart represents 70% of the model's maximum patient capacity × subscription price. This is a rough viability benchmark, not a true breakeven calculation — actual breakeven depends on overhead, which should be determined separately.
Patient churn is averaged. The steady-state formula (new patients/month × average duration) assumes uniform graduation. Real churn will be uneven — some months heavier, some lighter.
All numbers in this tool are directional estimates for planning purposes. Final business decisions should incorporate actual overhead costs, tax planning, legal/compliance review, payment processing assumptions, and clinical judgment.