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Patient Math
Four numbers you already know, and the three that decide whether you can afford to grow: the most you can pay for a patient, what you pay now, and what the empty slots cost you over a year.
You can pay up to
$1,200
per new patient, and still keep 3 dollars of gross profit for every dollar you spend.
You pay today
$521
$2,500 split across the 4.8 patients a month you pay to reach.
Empty slots
9/mo
Worth $55,920 in lifetime value every month they stay empty.
You have $679 of room on every patient you win. Filling all 17 slots would justify $12,470 a month in acquisition spend.
The next 12 months
Patient value adds up, and referred patients bring more patients. That is why the gap widens instead of holding steady.
Twelve months from now the difference between those two lines is $856,750 in patient lifetime value. That is the cost of the empty slots, counted once a year rather than once a day.
The math says you can afford to grow.
Thirty minutes, your numbers, and a straight answer on whether the gap above is something we can close for you.
Book a callWhat this assumesFive starting estimates. Change any of them to your real numbers.
These defaults are reasonable starting points, not measured benchmarks for your specialty. The output is only as good as what you put here, so overwrite them with what you actually know.
What is left from a patient's spend after the cost of delivering their care: your time, labs, supplements, room, staff.
How many dollars of gross profit you want back for every dollar spent winning a patient. 3 to 1 is the common benchmark for services businesses.
Referred patients cost you nothing to acquire, so they are excluded before your true paid cost per patient is calculated.
How many new patients one happy patient sends you over their time with you. This is what makes the 12 month curve bend upward.
A patient has to get a result before they send anyone. This delays, and therefore flattens, the compounding.