Business financial model file
Dental Practice Financial Model
Budget dental premises and equipment separately from clinical time, collected visit value and the paid support roster.
Opening investment and working cash
The original case assumes one qualified clinician and a selected visit mix; it is not a posted clinical fee or an insurance reimbursement schedule. Actual practice/facility permissions and required equipment must be verified. Capital amounts are original cash allowances, not national dental startup prices.
| Cash use | $ |
|---|---|
| CAPEX: Operatory/chair equipment | 80,000 |
| CAPEX: Imaging equipment | 35,000 |
| CAPEX: Sterilization equipment | 25,000 |
| CAPEX: Premises fit-out | 90,000 |
| CAPEX: Practice computing equipment | 15,000 |
| Pre-opening: Clinical/facility professional setup budget | 12,000 |
| Pre-opening: Pre-opening payroll/training | 10,000 |
| Pre-opening: Opening patient acquisition | 5,000 |
| Refundable deposit / tied-up cash | 9,000 |
| Opening stock / initial working inputs | 8,000 |
| Reserve: 2 selected fixed-cost months | 76,000 |
| Selected opening cash total | 365,000 |
CAPEX totals $245,000, pre-opening expense $27,000 and working cash $93,000. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The dentist replacement-cost budget is$18,000 loaded/month, with$6,000 assistant and$4,500 reception/billing. Of 160 paid dentist hours,120 are allocated to clinical work; the assistant's 160 hours allocate 120 to support and 40 to selected sterile/other work. Variable lab/processing covers external resources, not those same staff hours.
| Commitment | $ per month |
|---|---|
| Dentist role: loaded replacement budget | 18,000 |
| Assistant: loaded budget | 6,000 |
| Reception/billing: loaded budget | 4,500 |
| Lease/common charges | 4,500 |
| Maintenance | 800 |
| Base utilities | 700 |
| Insurance | 1,100 |
| Practice software | 500 |
| Sterile/waste base services | 700 |
| Marketing | 800 |
| Admin | 400 |
| Total selected fixed cash | 38,000 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 260 |
| Clinical supplies in selected visit mix | 25 |
| External lab allocation in visit mix | 35 |
| Incremental external processing | 5 |
| Percentage-only fee allocation (2%) | 5.2 |
| Contribution before scheduled payroll/fixed OPEX | 189.8 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
A weighted visit-equivalent assumes 0.5 clinical dentist-hour, permitting 240 from 120 hours, but the selected supported booking calendar allows 220. Plan 210. Those time weights are financial assumptions, not clinical treatment standards; actual appointment mix and support requirements govern the real schedule.
For this fixed mix and commitment, whole-unit cash break-even is 201 completed collected visit-equivalents per month: ($38,000) ÷ $189.8, rounded up. The aggregate capacity is 220 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 180 | 46,800 | -3,836 |
| 201 | 52,260 | 149.80 |
| 210 (planned) | 54,600 | 1,858 |
| 220 | 57,200 | 3,756 |
At 180 collected visit-equivalents the clinician/support budget and premises remain. The retained guide's appointment/treatment-mix case is a separate decision, not evidence of a universal visit duration or clinical price.
Practical KPI definitions
Measure net collected revenue by completed visit/procedure mix, external lab/material cost by the same mix and clinical hours used/actually available clinical hours. Separate billed charges, contractual adjustments, receivables and collected cash before using an average value.
No clinical advice, reimbursement entitlement, finance, income tax or equipment replacement is implied. Actual payer and patient collection dates need a separate cash schedule.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the selected model covers
The official Dental Clinic Financial Model listing describes an editable five-year Excel plan. Practitioner counts and monthly treatment limits establish capacity; utilization and treatment prices build revenue. Staffing, supplies, laboratory costs, fixed expenses and dated capital spending support profit and loss, monthly and annual cash projections, dashboard charts and forecast indicators.
Use cash dates before adding a commitment
Our separate assumed 80-appointment month produces $20,000 of adjusted billing. Collecting 75% leaves $6,000 month-end cash after selected payments and opening funds. Yet paying all obligations before day 20 receipts creates a $9,000 interim shortfall beyond opening cash.
Use clinically appropriate capacity and realized fees for the operating plan. Reconcile forecast activity with actual patient/payer receipts, opening receivables and debt dates. The Dental Practice planning guide develops the original worked case.
Planning guide