Practice Planning Tool

Fund the opening and the months that follow

Practice Startup Capital

Estimate the cash your practice needs before opening, while collections ramp, and when the unexpected happens.

✓One-time costs required before opening
✓Cash burn before collections support operations
✓Business and personal reserves plus the remaining gap

What must be paid before the practice is ready?

We have preloaded a lean baseline for a small, single-physician family medicine practice using a modest second-generation medical suite. Increase any amount when your space, staffing plan, vendor quote, or local market requires more.

$

Lean baseline: a small, previously occupied medical suite with deposits, paint, minor repairs, and limited construction. Increase substantially for a shell space or major renovation.

$

Assumes core primary-care exam room equipment and a modest opening inventory—not imaging, a laboratory build-out, or specialty equipment.

$
$
$
$
$

Assumes a lean opening team hired shortly before go-live. Increase for earlier hiring, larger teams, signing incentives, or extended training.

$
$

Add launch-management fees, deposits, permits, or other costs not already included above.

Do not use the loan amount as the cost estimate. First determine what the practice actually requires. Funding sources are entered later so an unfunded cost cannot disappear from the plan.

What will the practice spend every month?

The starting values reflect a lean operating month for one family physician and a small support team. Increase them for local wages, additional staff, a larger suite, higher physician compensation, or added services.

$

Lean baseline: modest initial physician compensation plus a small support team. Increase to the actual gross payroll required for your staffing plan and household needs.

$
$

Increase to the full monthly lease cost, including CAM charges, utilities, cleaning, and maintenance.

$
$
$
$
$
$
$

Protect the physician's household separately

Not business capital
$

Replace this with your actual essential household spending; do not use your current salary as the estimate.

mo.

Cash set aside for the household—not pledged to construction, payroll, or a lender. Increase this if the household has one income or limited backup liquidity.

How quickly will cash begin supporting the practice?

Patient volume, payer enrollment, claim submission, denials, and payment timing all affect when revenue actually reaches the bank—not merely when care is delivered.

Collection ramp

Editable assumptions
$

Illustrative starting point for a small family medicine practice—not a reimbursement guarantee. Replace it with your visit, payer-mix, and fee-schedule forecast.

mo.

Increase if payer enrollment, claims setup, or go-live timing may delay billing or payment.

mo.

Increase for a new market, limited referral base, slow payer enrollment, or a gradual physician schedule.

mo.
%

Example funding mix—replace with your actual sources

Keep sources separate
$
$
$
$
$
$
Available is not the same as approved. Do not count a loan, landlord allowance, investor contribution, or equipment facility until its amount, eligible uses, timing, and conditions are understood. Many costs must be paid before reimbursement.

Review the assumptions

Confirm the broad inputs, then build the capital plan. The result is a readiness range—not a substitute for a detailed practice pro forma or lender underwriting.

Your startup capital plan

The result reflects the assumptions entered above.

Business capital target$0Opening costs, ramp losses, contingency, and operating reserve
Business funding gap$0
Months to modeled operating break-even0First month collections cover entered monthly practice costs
Personal reserve gap$0
Capital componentModeled needAvailable fundingRemaining gap
Important: This educational planning tool provides estimates based solely on user-entered assumptions and a simplified collection ramp. It is not a budget, business plan, pro forma, valuation, financing commitment, loan application, or legal, tax, accounting, investment, insurance, employment, clinical, or lending advice. Actual startup costs, payroll burden, reimbursement, collection timing, financing eligibility, available proceeds, reserves, and operating results vary materially. Some funding sources may be restricted to specific eligible uses or paid only after costs are incurred. Verify all assumptions with qualified legal, tax, accounting, insurance, construction, lending, and healthcare-practice advisors before acting. Do not enter protected health information or other confidential information.
Planning reference: U.S. Small Business Administration — Calculate Your Startup Costs