Approach
Three phases.
Build the model.
Track the constraints.
Move the needle.
If the diagnostic doesn't surface a revenue opportunity worth more than our fee, you don't pay.
Build the model that shows what your data has been trying to tell you.
We start with a one-week diagnostic built from your appointment data. The output is a live economic model of your clinic, a written decision brief identifying your two or three highest-leverage moves, and a debrief where we walk through the findings together.
Founders already tracking core metrics often enter here with an existing picture. We build on it, not from scratch.
Patient lifecycle
Where patients go after visit one
Maps movement from new patient through retained to your highest-value cohort and shows exactly where drop-off is happening and what it costs.
Revenue composition
Acquired vs. compounding revenue
Measures your Acquisition Dependency Index, the share of revenue that requires a constant flow of new patients to sustain.
Service economics
Volume vs. margin by service
Identifies which services drive your busiest days and which drive your profit, and whether those are the same services.
Capacity utilization
How provider time converts to revenue
Shows where your ceiling is and what a hiring decision does to your economics before you make it.
Move the two or three things that actually matter, now.
The diagnostic identifies the constraint. The quick win phase addresses it with specific, bounded initiatives tied directly to model outputs. Each one has a defined deliverable and a clear endpoint.
Pricing
Reprice what the model says is underpriced
Service-level repricing based on actual revenue per provider hour, not gut feel or competitor rates.
Retention
Fix the visit-two leak before adding more patients
Rebooking scripting, automations, and patient communication designed around the specific drop-off point the model surfaces.
Brand and web
Fix what is working against you online
Website copy, booking flow, and positioning adjustments that reflect what the model tells us about your highest-value patient profile.
Hiring
Model the economics before you add a provider
A provider addition is a one-way door. The model shows what it does to your revenue, capacity, and concentration risk before you commit.
Vendor assessment
Evaluate tools against your actual economics
Practice management systems, booking platforms, marketing tools, all assessed against what your model says your clinic actually needs.
Menu
Cut what is subsidized. Double down on what carries.
Service mix simplification based on revenue per provider hour, not patient volume or gut feel about what is popular.
An ongoing partner who knows your clinic's economics as well as you do.
Once the model is built and the quick wins are moving, the retainer covers whatever the clinic actually needs, not a fixed scope. The model updates as results come in. Bigger decisions get pressure-tested against real numbers before you commit.
Strategic decisions
One-way doors, modeled before you walk through
Second location, new service line, new hire. The retainer means you are never making those calls on instinct alone.
Ongoing calibration
The model updates as your clinic moves
New data flows back in. What worked, what did not, and what to prioritize next becomes clearer over time.
Exit positioning
Build something provable, not just profitable
The discipline that makes a clinic sellable at a premium is the same discipline that makes it more profitable to run. We build both at the same time.
Chrystal Clinic:
$0 in year-one
incremental revenue
A single-location integrative wellness clinic in Sycamore, IL. LUFT built the economic model, identified five opportunity gaps, and designed the operational playbook to close them — at zero incremental cost.