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SummitOS™
Practice Planning Tool

Test the financial shape of a new practice

Quick Pro Forma

See whether a practice concept appears large enough to support its team, owner compensation, debt, normal operating costs, and startup cash needs before investing in a full financial model.

✓High-level revenue and operating outlook
✓Break-even timing and mature cash potential
✓Startup funding need and readiness gap

What kind of practice are you planning?

Begin with the clinical schedule and the cash actually expected from a completed encounter. The calculator uses these assumptions to estimate the practice at its planned operating level, then applies the startup ramp entered later.

Practice profile

Choose the closest fit
$

Include all payer and patient collections attributable to the average encounter.

$

Use only for revenue not already included in the encounter average.

Standard outpatient model: The internal estimate includes normal clinical supplies and revenue-cycle activity plus baseline insurance, technology, banking, compliance, professional services, cleaning, maintenance, and logistics costs.

Provider schedule at planned volume

FTE = one full-time equivalent
days
visits
visits
%
Use collected revenue—not charges. A practice can appear highly profitable when gross charges or a best-case payer rate is used. This quick model is most useful when the encounter value reflects the likely payer mix and collection experience.

What team and financial obligations must the practice support?

Enter compensation and the major obligations already known. The internal model also accounts for the less-visible costs physicians commonly miss, without presenting this quick estimate as a detailed expense budget.

Provider and employee compensation

Annual per FTE
$
$
$
$
%

Known monthly obligations

At planned operating level
$
$
$

Use only for recurring costs outside the normal practice-cost model.

The calculator already carries routine operating expenses physicians often overlook. Its internal estimate includes payroll burden, employee benefits, required business and professional insurance, revenue-cycle activity, merchant and banking costs, software and technology, compliance and professional services, clinical and office supplies, cleaning, maintenance, shipping, records, waste, and other normal logistics. These are modeled as a combined planning reserve and are intentionally not shown as a substitute for a detailed MedCBO pro forma.

How quickly will the practice ramp, and how much funding is available?

A profitable mature practice can still run out of cash before collections catch up. These assumptions test the timing between opening, patient-volume growth, payment, operating obligations, and the reserve the practice should still have after launch.

Opening and collection ramp

Months after opening
%
months
months
months

The model begins below full expected collection efficiency and improves over this period.

Startup investment and funding

Cash sources must be committed
$
$

Loans, landlord TI, equipment financing, or other funds actually available to the project.

$
months

Kept available for operating volatility—not quietly spent on opening costs.

A loan that pays for construction is not automatically enough to open safely. The project also needs cash for the collection delay, early operating losses, normal surprises, and a reserve that remains available after the doors open.

Review the high-level assumptions

Confirm the practice model, provider schedule, team, owner compensation, opening ramp, and available funding. The results intentionally remain high level; this tool does not provide the detailed expense schedules, monthly financial statements, payer modeling, or lender support included in a full pro forma.

Your quick practice outlook

The result reflects the assumptions entered above and a simplified internal operating-cost model.

Year 1 collected revenue$0Cash timing reflects the entered ramp and payment delay
Year 1 operating result$0After modeled operating costs, owner compensation, and debt
Mature monthly cash potential$0At the planned schedule and collection assumptions
Recommended funding gap$0After entered committed funding and owner cash

Revenue outlook

How the planned schedule translates into collected cash.

Completed encounters at planned volume0 / monthAfter the appointment completion assumption
Mature annualized collections$0Not gross charges
Collection sensitivity range$0–$0Annualized at 10% below and above the entered encounter value

Operating outlook

Whether the practice can carry its full modeled obligations.

Operating cash turns positive—First of three consecutive positive months
Approximate break-even volume0 / monthCompleted encounters at the entered collection assumption
Mature operating margin0%After owner compensation, modeled costs, and debt

Capital readiness

Opening costs, early cash losses, and the desired reserve.

Recommended total project funding$0Opening costs plus modeled runway and reserve
Entered funding available$0Committed business funding plus owner cash
Readiness—Based on the entered funding sources

Mature operating sensitivity

Annual operating cash after modeled costs, owner compensation, and debt.

Not a lender-ready forecast
Why there is no download: This quick outlook is designed for early exploration. A complete pro forma requires verified payer, productivity, staffing, facility, financing, tax, and implementation assumptions and should not be reconstructed from this simplified result.
Important: This educational planning tool provides a high-level estimate based solely on user-entered assumptions and a simplified internal model. It is not a feasibility study, valuation, budget, financial statement, lender-ready pro forma, financing commitment, reimbursement analysis, tax projection, or legal, tax, accounting, investment, lending, clinical, or other professional advice. The combined operating-cost estimate is not an itemized expense budget and may not reflect the requirements of a particular specialty, location, entity, payer mix, service line, facility, workforce, financing structure, or owner. Actual results may differ materially. Verify all inputs and decisions with qualified legal, accounting, tax, lending, reimbursement, clinical, insurance, human-resources, and operational advisors. Do not enter protected health information or other confidential information.
Planning references: SBA Startup Costs · IRS Employment Taxes · BLS Wage Data