Start with demand this person can serve
Check ready requests against the new clinician’s services, insurance and recurring availability. Use matching openings on the existing team first. This avoids hiring to fill a waitlist that the new clinician cannot actually serve.
Separate clinician pay from the added bills
Choose a session rate, collection split or salary. Then add the employer costs and bills created by the hire. Count supervision, software and support explicitly. Existing practice bills that stay the same do not belong in the hiring decision.
Read the schedule and cash checks together
- Supported bookings show how much of the new schedule current demand could fill.
- Break-even bookings show the workload needed to cover ongoing costs.
- The cash estimate allows for setup, an initially quieter schedule and delayed collections.
A positive weekly result can still need cash at the start
Clinician pay and setup costs may leave your bank before session payments arrive. The model follows the pay timing you choose and delays collections by the number of weeks entered. It reports the deepest cash shortfall and the week the start-up cash would be recovered if the schedule holds.
Common questions
Should demand include sessions already booked?
No. Enter additional appointments people are ready to book. The calculator uses matching open appointments on the existing team first, then gives the remaining demand to the hire.
Does this include salaried and session-paid clinicians?
Yes. Salary is a fixed weekly cost. Session rates and collection splits vary with completed care, and you choose whether that pay leaves the bank in the service week or when the payment is collected.
How should I handle collections arriving at different times?
Use a conservative delay that fits your payer mix. This model shifts all collections by one whole-week delay, so it does not reproduce a mix of immediate client payments and differently timed insurance payments.
Is the cash estimate enough if the hire keeps losing money?
No. It measures the deepest shortfall through the point when full-schedule payments arrive. A continuing weekly loss needs additional funding and has no finite cash-recovery date.
Does an amount left over mean the hire is profitable for the whole practice?
It is what this hire contributes after the added costs entered. Existing practice bills, owner distributions and income taxes are outside this comparison.