We work part-time inside NDIS providers, aged care operators, medical clinics, doctor practices and allied health businesses. You get a senior finance partner who tells you what the numbers mean and what to do next, without paying for a full-time CFO.
The problem
Usually because the clinical side has grown faster than the finance side. The work is good and demand is there, but nobody senior is watching cash, margins and funding rules week to week.
Claims are paid late, wages go out every fortnight, and a busy month can still leave you short. Most providers we speak to can't say where next quarter's cash will land.
NDIS price limits change each July. Aged care has a new Act and a new home care program. Medicare incentives changed in November 2025. Each change shifts your margins.
Hiring another clinician, opening a second site or dropping a service often gets decided without a forecast, because nobody has had time to build one.
You trained to look after people. Somewhere along the way you also became the finance department, and it's the part of the job that keeps you up at night.
Less guesswork. More progress.
It starts with an honest look at where your numbers are today.
We only work in Australian healthcare. Each sector below is funded differently, so the financial work looks different too. Here is what that work usually involves.
Price limits move every July, the claiming rules are strict, and a roster that looked fine on paper can lose money after travel, cancellations and supervision. We work out what each support line really earns.
AN-ACC in residential care and Support at Home in the community changed how money comes in and when. Boards want to know whether the service is viable. We give them a straight answer and the numbers behind it.
Bulk billing incentives changed in November 2025. Some clinics came out ahead by going fully bulk billed, others did not. The answer depends on your patient mix, your doctors and your rent, so we model it.
Most practice owners are flat out seeing patients and look at the numbers once a year. By then the decisions have already been made. We give you monthly figures you can act on and plan with.
Physio, OT, speech and psychology practices often mix NDIS, Medicare, private health and self-paying clients. Each pays differently. We show you which clinicians, services and funding streams carry the business.
Three steps. There is no lock-in contract, and you can stop after the plan if that is all you need.
You tell us what keeps you up at night. We ask for last year’s accounts and a recent bank statement, then tell you honestly whether we can help. If we can’t, we’ll say so.
Within about four weeks you get a short written plan. It covers where the cash is going, what to fix first and what each fix is worth in dollars.
We meet monthly, update the forecast, report to your board or partners, and pick up the phone when a big decision comes up. You can scale the hours up or down.
Big CFO thinking. Without the full-time cost.
The name says how we work. We tell you what the numbers mean, including the parts you might not want to hear, and then help you do something about it.
If we can’t explain a number without jargon, we haven’t understood it well enough ourselves.
NDIS price limits, AN-ACC, Medicare item numbers and service fee agreements are our everyday work.
Your accountant reports on last year. We forecast the next 13 weeks and the next 12 months.
A few hours a month for a small practice, more for a multi-site provider. Change it when you need to.
We sit alongside your bookkeeper, practice manager and tax agent rather than replacing them.
You get senior finance judgement without adding an executive to the payroll.
Worked examples on funding rules, pricing and cash flow, written for owners and managers rather than accountants.
Forecasting, pricing, board reporting and a straight answer on big decisions. Here is what the role covers, when it makes sense, and how to compare the cost with a full-time hire.
Cancelled shifts still cost you wages. Here are the notice periods, the conditions for claiming, and a worked example of what getting it wrong costs over a year.
Quarterly budgets, a 10% care management allocation and claiming after delivery. Here is what that does to a home care provider’s bank balance, with a worked model.
Tell us a little about your business and what is worrying you. We reply within one business day, and the first conversation costs nothing.