Fractional CFO for Healthcare Services Businesses in Tampa

Healthcare services businesses have a cash cycle that almost nothing else shares. You deliver care today, bill a payer, and wait. Your staff are paid on schedule throughout.

Florida's older population makes this a large sector around Tampa Bay, and it also means payer mix leans in ways that shape the whole financial model.

Payer mix is the model

Two businesses with identical revenue and identical headcount can have completely different economics purely because of who is paying.

Reimbursement rates differ by payer. So does payment speed. A shift in mix toward slower or lower-rate payers changes both your margin and your working capital at the same time, and it can happen gradually enough that nobody notices until cash is tight.

Payer mix belongs in your monthly reporting as a tracked metric, not as something reviewed annually when contracts renew.

Cost per unit of service, not cost per month

Total labour cost tells you what you spent. It doesn't tell you whether the work was economic.

The number that matters is fully loaded cost per unit of service delivered: hour, visit, or session depending on your model. Fully loaded means wages plus taxes, benefits, paid time off, training, and the supervision time the work requires.

I built a pricing model for a service provider in this space, and the hardest part wasn't the maths. It was that the underlying time data had never been captured at the granularity a real model needs. Most of the work was getting to numbers worth modelling.

If you can't state your fully loaded cost per unit, you can't tell which contracts are worth renewing.

Utilisation and the scheduling gap

Staff are paid for scheduled availability. Revenue comes from delivered service. Cancellations, no-shows, travel time, and documentation all sit in the gap.

That gap is where margin leaks quietly. A schedule that looks full can still produce a fraction of billable delivery, and monthly financials won't show you why unless someone is measuring it deliberately.

Working with me

I'm Ben Cohen, founder of Visionary Arc Finance and a former PwC Senior Manager, with in-house corporate finance experience at Johnson & Johnson.

For Tampa Bay healthcare services businesses, early work usually means getting fully loaded cost per unit established, making payer mix and collection speed visible monthly, and building a cash forecast that reflects real reimbursement timing rather than billing dates.

Delivered remotely. You work with me directly.

Common questions

Do you handle billing and coding?

No. That's a specialist function and you likely have it. I work on what the resulting numbers mean: which contracts earn their keep, what service actually costs, and where cash gets trapped.

We're multi-site. Does that change things?

It raises the value of consistent measurement. Multi-site operators frequently can't compare locations properly because each records things slightly differently. Fixing that usually comes first.

Is this only for large providers?

No. Smaller operators often feel reimbursement timing more acutely because they have less buffer, which makes forecasting more valuable rather than less.