01 / SectorHealthcare

Your schedule is full. Do you know what’s really left?

Between billed care, payments received, payroll and supplies, a busy clinic can lack visibility. Alta Conseils connects your bookkeeping, your projections and your costs to the decisions you need to make.

Bookkeeping, projections and cost analysis for clinics and healthcare professionals

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A physician and a manager review the layout of their clinic
practice · costs · decisions
02 / Contexte

Running a clinic calls for a different reading.

Appointments follow one another. Collections, however, do not always keep up with payroll, rent and suppliers.

Professional time, supplies and shared expenses blur the margin. Before hiring, buying or opening, you need to see the costs, the delays and the cash flow.

Alta puts this data in perspective, with explicit assumptions and limits.

03 / Situations

Four decisions to shed light on.

Cash flow

Activity is growing, but payments arrive after expenses. A forecast identifies periods of pressure before a new commitment.

Margins

Similar services do not require the same resources. Cost analysis reveals what each activity consumes.

Shared expenses

Premises, reception and software benefit several activities. A documented allocation key makes these costs easier to read.

Legal and tax arrangements require separate validation.

Growth

For a device, a hire or a room, compare financing, recurring costs, capacity and the delay before collection.

04 / Accompagnement

Three complementary readings

Three readings to decide with clarity.

Financial projections

Compare a project’s revenue, expenses and collections under a cautious scenario, a target scenario and their cash flow needs.

Prepare your financial scenarios

A second location, on what terms?

A new lease commits you to fit-out, equipment and expenses before the first collections. How much capacity will actually be used?

A projection compares opening immediately, a phased rollout and postponing, with the assumptions that would change the decision.

Let’s shed light on your next decision
06 / Questions

Frequently asked questions

Why can a clinic that is profitable on paper run short of cash?

Because recorded revenue and available cash do not always follow the same timeline. Accounts receivable, payment delays, purchases, payroll, financing and tax instalments, when they apply, can create temporary pressure. A cash flow projection separates profitability from the moment money comes in and goes out.

How do you know what a service really costs the clinic?

First identify the costs directly tied to it, such as professional time, certain supplies or the laboratory. Shared expenses are then allocated using a consistent, documented method. The level of precision depends on the available data and on the decision to be made.

What numbers should you examine before buying equipment?

The installed cost, financing, maintenance, training, the capacity actually usable, the additional revenue that can be collected and the associated costs. Scenarios then help estimate the volume required under the selected assumptions and test the pressure on cash flow, without presenting the result as guaranteed.

What information should you prepare for a first conversation?

Describe the decision to be made, when it could happen and the numbers you have: financial statements, bookkeeping data, collections, expenses or project assumptions. Missing information will remain visible rather than being replaced by false certainty.

07 / Suite

Let’s shed light on your next decision.

Start from your project and the numbers available. Together, we will clarify what needs to be measured before you commit.

Let’s talk about your clinic