Tracking 7 Core KPIs for Mobile Medical Unit Success
Mobile Medical Unit Bundle
KPI Metrics for Mobile Medical Unit
Running a Mobile Medical Unit requires tight control over capacity and utilization, since fixed costs are high This guide details the 7 essential Key Performance Indicators (KPIs) you must track to ensure profitability and scale Focus on metrics like Capacity Utilization Rate, aiming for 70% or higher in Year 1 (2026), and Gross Margin, which should stabilize above 85% given the service focus Review operational metrics like Patient Visits per Day daily, and financial metrics like EBITDA monthly We provide the formulas and benchmarks needed to guide your expansion from three initial units
7 KPIs to Track for Mobile Medical Unit
#
KPI Name
Metric Type
Target / Benchmark
Review Frequency
1
Capacity Utilization Rate (CUR)
Utilization
Measures how much available staff time is billed; calculated as (Actual Treatments / Maximum Possible Treatments) and should target 70% in 2026, reviewed weekly
Weekly
2
Average Revenue Per Treatment (ARPT)
Revenue/Pricing
Measures the average price realized per service; calculated as Total Monthly Revenue / Total Treatments, aiming for approximately $78 in 2026, reviewed monthly
Monthly
3
Patient Visits Per Day Per Unit
Throughput/Efficiency
Measures operational throughput and efficiency; calculated as Total Daily Treatments / Number of Mobile Units, targeting 54 visits per day (1,630 monthly treatments / 30 days), reviewed daily
Daily
4
Gross Margin Percentage
Profitability
Measures service profitability before overhead; calculated as (Revenue - COGS) / Revenue, targeting 900% in 2026, reviewed monthly
Monthly
5
Labor Cost Per Treatment (LCPT)
Cost Control
Measures the direct cost of staff relative to output; calculated as Total Monthly Wages / Total Treatments, aiming to reduce this ratio as utilization rises, reviewed monthly
Monthly
6
Operating Expense Ratio (OER)
Operational Efficiency
Measures total operating costs against revenue; calculated as (Wages + Variable OpEx + Fixed OpEx) / Revenue, must drop below 100% to achieve positive EBITDA, reviewed monthly
Monthly
7
Months of Runway (MoR)
Liquidity/Cash Flow
Measures how long cash reserves last at current burn rate; calculated as Current Cash Balance / Net Operating Cash Flow (Burn), critical to track while cash is negative, reviewed weekly
Weekly
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How quickly can we achieve positive EBITDA and sustainable cash flow?
Achieving positive EBITDA for the Mobile Medical Unit happens in Year 2, moving from a Year 1 loss of $354k to a $71k profit, while the operational break-even point is defintely projected for February 2027, which is 14 months out. You need to manage capital carefully until then, as the minimum cash required dips to -$393k, which is why understanding the path to profitability, like in this analysis on How Much Does The Owner Of A Mobile Medical Unit Make?, is crucial.
Break-Even Timeline
Target break-even month is February 2027.
This represents a 14 month runway to operational profitability.
Monitor the minimum cash required, projected at -$393k.
Cash management is tight until that point.
EBITDA Performance
Year 1 EBITDA shows a projected loss of -$354k.
Year 2 flips this to a positive EBITDA of $71k.
Focus on utilization to accelerate this shift.
Positive cash flow follows EBITDA stabilization.
Are we effectively utilizing our high-cost medical staff and mobile assets?
Track Capacity Utilization Rate separately for each provider type.
The target utilization for clinical staff should exceed 70%.
Calculate average Patient Visits per Day achieved by each Mobile Medical Unit.
If utilization is low, your high fixed labor costs aren't covered by fee-for-service revenue.
Control Mobile Asset Costs
Monitor vehicle operating costs as a percentage of total revenue.
By 2026, this cost ratio must stay below 60%.
If costs creep higher, you need more patient density or better maintenance contracts.
This ratio directly shows how much revenue is lost to keeping the clinic rolling.
Is our pricing structure maximizing revenue per patient interaction?
To know if the pricing structure maximizes revenue for the Mobile Medical Unit, you must first confirm the projected Average Revenue Per Treatment (ARPT) of ~$7,809 in 2026 aligns with your payer mix and collection targets; understanding the earning potential for this type of operation, like reviewing How Much Does The Owner Of A Mobile Medical Unit Make?, is defintely key to setting realistic benchmarks. Revenue maximization hinges on shifting volume toward higher-value services delivered by General Doctors rather than support staff.
Confirming ARPT Targets
Projected ARPT for 2026 sits at $7,809.
Analyze current payer mix versus target reimbursement rates.
Collection rates must consistently exceed 90% to meet forecasts.
High write-offs from self-pay patients immediately erode per-interaction value.
Staffing Impact on Yield
Track volume split between General Doctor and Medical Assistant.
High-value procedures must drive the majority of service revenue.
Medical Assistant time should focus on low-reimbursement tasks only.
If 70% of volume is low-value care, pricing is inefficient.
What is the expected return on our significant capital investment?
Your expected return hinges on how quickly the $600k capital outlay for the three Mobile Medical Units starts generating net cash flow. Given the fee-for-service model relying on patient utilization, you need tight operational control to hit the projected 47 months to payback; Have You Calculated The Operational Costs For Your Mobile Medical Unit Business? This timeline is critical because long payback periods strain working capital.
Payback Timeline and Initial Spend
Initial CapEx: $600,000 for three mobile clinics.
Projected payback period is 47 months.
This payback assumes consistent patient volume across all units.
If onboarding takes longer than planned, churn risk rises.
Measuring Profitability Metrics
Target Internal Rate of Return (IRR) is 30%.
Projected Return on Equity (ROE) is 475%.
These metrics depend heavily on utilization rates.
Monitor debt structure influencing the high ROE figure.
The projected returns look strong on paper, but you must monitor the underlying assumptions driving these figures. The 30% Internal Rate of Return (IRR) suggests the investment generates solid returns relative to your cost of capital, provided the revenue model holds up. Honestly, the 475% Return on Equity (ROE) is exceptionally high, which usually signals significant leverage or very low equity contribution relative to debt financing, so check those assumptions. It's defintely worth stress-testing the utilization assumptions that feed these numbers.
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Key Takeaways
Achieving profitability requires hitting the projected break-even point in February 2027, 14 months after launch, while managing a minimum cash requirement of -$393,000.
The primary operational focus must be maximizing staff efficiency to achieve a Capacity Utilization Rate (CUR) of 70% or higher to cover substantial fixed labor costs.
Gross Margin Percentage needs to stabilize above 85% to ensure service profitability covers the high fixed overhead associated with operating mobile assets.
Due to the long payback period (47 months) and high initial capital expenditure ($985k), weekly tracking of Months of Runway (MoR) is essential until positive EBITDA is achieved in Year 2.
KPI 1
: Capacity Utilization Rate (CUR)
Definition
Capacity Utilization Rate (CUR) shows how much of your available staff time actually results in billable patient treatments. For Waypoint Wellness, this metric defintely links practitioner scheduling efficiency to revenue potential. Hitting targets here means you're maximizing the value of every mobile unit deployment.
Advantages
Pinpoints scheduling gaps where staff are idle but still drawing wages.
Directly correlates to maximizing revenue from fixed assets like the mobile clinics.
Drives better forecasting for hiring needs and future unit expansion planning.
Disadvantages
A high rate might hide staff burnout if schedules exceed sustainable limits.
It ignores service mix; 100% utilization on low-value services is still inefficient.
It depends entirely on accurately defining the 'Maximum Possible Treatments' baseline.
Industry Benchmarks
For service businesses relying on expensive, deployable assets like mobile clinics, utilization is paramount. Traditional brick-and-mortar facilities often aim for 80% utilization, but mobile deployment usually requires a lower initial target due to necessary travel and setup time. Waypoint Wellness is targeting 70% in 2026, which suggests management is budgeting for significant non-billable transit time.
How To Improve
Optimize routing algorithms to cut down on non-billable travel time between stops.
Secure corporate wellness contracts to guarantee large, dense blocks of scheduled treatments.
Implement dynamic scheduling that shifts practitioner availability based on real-time demand signals.
How To Calculate
You calculate CUR by dividing the actual number of treatments delivered by the total number of treatments your staff could have possibly delivered given their scheduled hours.
(Actual Treatments / Maximum Possible Treatments)
Example of Calculation
Say your entire practitioner pool has 4,500 available treatment slots across the fleet in a 30-day period. If you successfully deliver 3,150 actual treatments that month, your utilization is calculated like this:
(3,150 Actual Treatments / 4,500 Maximum Possible Treatments)
This yields a 70% utilization rate. If you are below this, you need to schedule more visits or reduce practitioner hours.
Tips and Trics
Review CUR weekly, as the goal states, to catch scheduling issues immediately.
Ensure 'Maximum Possible' accurately factors in mandatory staff training time.
Track utilization alongside Average Revenue Per Treatment (ARPT), targeting $78.
If utilization lags, check if Patient Visits Per Day Per Unit (target 54) is the bottleneck.
KPI 2
: Average Revenue Per Treatment (ARPT)
Definition
Average Revenue Per Treatment (ARPT) tells you the average price you collect for every patient service rendered. It’s a crucial measure because it shows the effectiveness of your pricing structure, independent of patient volume. For Waypoint Wellness, you need to monitor this metric monthly, aiming for approximately $78 per treatment by 2026.
Advantages
It isolates pricing power from sheer patient volume growth.
It helps you see if you’re selling too many low-margin services.
It directly validates the revenue assumptions in your financial plan.
Disadvantages
It hides the profitability differences between service types.
A single large, non-recurring contract can temporarily inflate the average.
It doesn't reflect the actual cash collected after insurance adjustments.
Industry Benchmarks
Benchmarks for ARPT in mobile healthcare depend heavily on the scope of service; a basic flu shot generates far less than a comprehensive chronic disease management session. Generally, providers targeting underserved areas often see lower initial ARPTs than specialized clinics. You must benchmark your $78 target against similar community-focused mobile units, not against high-end concierge medicine.
How To Improve
Bundle basic primary care with higher-value preventative screenings.
Negotiate better rates for corporate wellness contracts based on guaranteed utilization.
Review practitioner incentives to favor higher-ARPT procedures when appropriate.
How To Calculate
You calculate ARPT by dividing your total monthly revenue by the total number of patient treatments delivered that same month. This is simple division, but it requires clean revenue recognition.
ARPT = Total Monthly Revenue / Total Treatments
Example of Calculation
Say you finish January with $156,000 in revenue generated from 2,000 patient treatments across your fleet. Here’s the quick math to see where you stand against your goal:
ARPT = $156,000 / 2,000 Treatments = $78.00
If you hit $78 in January, you are right on track for the 2026 target, but you need to ensure that volume is sustainable.
Tips and Trics
Segment ARPT by the specific mobile unit location or client type.
Track ARPT alongside Patient Visits Per Day Per Unit for context.
If onboarding takes 14+ days, churn risk rises, so focus on quick patient activation.
Defintely review the service mix monthly to catch downward pricing drift early.
KPI 3
: Patient Visits Per Day Per Unit
Definition
Patient Visits Per Day Per Unit measures how much work each mobile clinic completes daily. This metric shows your operational throughput—how efficiently your fleet turns over patients. Hitting the target of 54 visits/day means you are maximizing the utility of every asset deployed.
Advantages
Directly links asset deployment to daily output volume.
Highlights bottlenecks in scheduling or routing immediately.
Drives utilization needed to cover the fixed cost of each unit.
Disadvantages
Ignores treatment complexity or time required per visit.
Can encourage rushing patients to hit the daily count.
Doesn't account for necessary vehicle maintenance downtime.
Industry Benchmarks
For mobile healthcare delivery, benchmarks vary widely based on service type. A target of 54 visits/day is aggressive for complex primary care but achievable for high-volume preventative screenings. You must compare this number against providers running similar routes and service mixes to see if your 1,630 monthly treatments goal is realistic for your service area.
How To Improve
Optimize routing software to minimize drive time between stops.
Implement pre-visit digital intake forms to speed up on-site time.
Schedule back-to-back appointments at high-density locations like senior centers.
How To Calculate
You measure throughput by dividing the total number of treatments delivered in a day by the number of mobile units operating that day. This is your core efficiency lever.
Patient Visits Per Day Per Unit = Total Daily Treatments / Number of Mobile Units
Example of Calculation
If your goal is 1,630 treatments delivered over 30 days, your average daily treatment volume is 54.33 treatments. If you deploy 1 mobile unit that month, the KPI is 54.33 visits per day per unit. This is defintely close to the 54 target.
Patient Visits Per Day Per Unit = 1,630 Treatments / 30 Days / 1 Unit = 54.33 Visits/Day/Unit
Tips and Trics
Review this metric every single day, not just monthly.
Track unit downtime separately; it drags down the average fast.
Ensure practitioners log time accurately to separate treatment from admin.
Use utilization data to justify adding a new unit next quarter.
KPI 4
: Gross Margin Percentage
Definition
Gross Margin Percentage measures service profitability before you account for overhead like rent or administration. It tells you how much money is left from revenue after paying only the direct costs associated with delivering that specific patient treatment. For Waypoint Wellness, the plan is to target a 900% Gross Margin Percentage by 2026, which we review monthly.
Advantages
Isolates the efficiency of service delivery from fixed overhead costs.
Directly shows pricing power relative to the direct cost of care.
Helps validate if the $78 Average Revenue Per Treatment (ARPT) is sustainable.
Disadvantages
It hides the true cost of scaling, ignoring critical fixed assets like the mobile units.
A 900% target is highly unusual and requires rigorous definition of COGS.
It doesn't account for patient acquisition costs or regulatory compliance expenses.
Industry Benchmarks
For direct healthcare services, gross margins are often high, sometimes 60% or more, because the primary cost is skilled labor, which is variable. Benchmarks help you confirm if your revenue model is strong enough to eventually cover high fixed costs like fleet maintenance. Still, a 900% target is defintely outside standard industry norms for this calculation.
How To Improve
Drive Capacity Utilization Rate (CUR) up toward the 70% goal.
Increase ARPT by bundling higher-value chronic disease management services.
Aggressively manage Labor Cost Per Treatment (LCPT) as volume grows.
How To Calculate
You calculate this by taking total revenue, subtracting the direct costs of providing the service (COGS), and dividing that result by the total revenue. This shows the percentage of revenue left over before paying for things like the truck loan or central office staff.
(Revenue - COGS) / Revenue
Example of Calculation
If we look at the 2026 target of 900%, this implies that for every dollar of revenue, we have $9.00 in gross profit before overhead. To show the mechanics using the formula, assume total revenue was $100,000 and the target margin was achieved.
Review this metric monthly to catch cost creep immediately.
Ensure COGS only includes direct practitioner wages and supplies used per visit.
If utilization is low, the margin percentage can look artificially high.
Tie any margin variance directly to changes in the $78 ARPT goal.
KPI 5
: Labor Cost Per Treatment (LCPT)
Definition
Labor Cost Per Treatment (LCPT) tells you the direct expense of your clinical staff for every patient service you complete. This ratio is crucial because it directly links your largest variable cost—wages—to your actual output. You must lower this number as your mobile units get busier, aiming for efficiency gains as utilization rises.
Advantages
Shows the true cost of service delivery, isolating labor impact.
Drives focus toward maximizing practitioner efficiency and throughput.
Helps set safe staffing levels before hitting utilization targets.
Disadvantages
It ignores non-wage labor costs like payroll taxes and benefits.
A low LCPT might mask poor scheduling or idle time between patients.
It doesn't capture the cost of training or onboarding new clinicians effectively.
Industry Benchmarks
For mobile healthcare delivery, LCPT benchmarks vary widely based on service complexity and local wage rates. Generally, you want LCPT to be significantly lower than your Average Revenue Per Treatment (ARPT), which is targeted at $78 for 2026. If your LCPT is too high relative to ARPT, you won't achieve healthy margins, even if your Capacity Utilization Rate (CUR) is climbing.
How To Improve
Drive Capacity Utilization Rate (CUR) toward the 70% target by filling appointment slots faster.
Streamline patient intake and documentation processes to reduce non-billable staff time.
Ensure practitioner schedules are dense, minimizing travel time between stops or downtime waiting for the next patient.
How To Calculate
To find your LCPT, take all the money paid to staff in a month and divide it by the total number of services rendered that same month. This gives you a clear dollar figure representing the labor cost embedded in each patient interaction.
LCPT = Total Monthly Wages / Total Treatments
Example of Calculation
Say your total payroll for all clinical staff last month was $65,000. During that same period, your mobile units completed 1,250 patient treatments across all locations. Dividing the wages by the treatments shows the cost per visit.
LCPT = $65,000 / 1,250 Treatments = $52.00 Per Treatment
In this example, every treatment costs you $52.00 in direct wages. If your ARPT is $78, your gross margin on labor is $26 per visit, which is defintely manageable.
Tips and Trics
Review LCPT weekly to catch scheduling inefficiencies immediately.
Segment the metric by practitioner role, as RN wages differ from Physician Assistant wages.
Always compare LCPT against the $78 ARPT target to gauge labor's impact on margin.
Factor in the lag time; new hires will temporarily inflate LCPT until they reach full productivity.
KPI 6
: Operating Expense Ratio (OER)
Definition
The Operating Expense Ratio (OER) tells you exactly how much of every dollar you earn goes toward running the business, excluding the cost of the service itself. It bundles your staff wages, variable operating costs, and fixed overhead into one metric. Honestly, you need this number below 100%; that’s the line separating operational losses from positive Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA).
Advantages
Shows operational leverage; how efficiently you scale costs with revenue.
Directly flags when overhead is eating up gross profit dollars.
Forces management to focus on controlling the three major cost buckets.
Disadvantages
It hides the quality of revenue; a low OER on low-value services isn't sustainable.
A very low OER might mean you are under-investing in necessary growth or maintenance.
It ignores the cost of capital, so high debt service can still cause net losses.
Industry Benchmarks
For established healthcare service providers, you generally want your OER well under 85% to allow room for debt and taxes. Since you run mobile units, your fixed costs—like vehicle depreciation and specialized equipment maintenance—will be higher than a standard brick-and-mortar clinic. For a scaling operation, getting consistently below 100% is the first major milestone toward proving the model works.
How To Improve
Drive up Capacity Utilization Rate (CUR) to spread fixed costs over more treatments.
Negotiate better rates on variable OpEx, like supplies or insurance premiums per unit.
Increase Average Revenue Per Treatment (ARPT) through upselling higher-value services.
How To Calculate
You sum up all your operational expenses—what you pay staff, what you spend on gas and supplies, and your rent/lease payments—and divide that total by the revenue you brought in that month. You must review this calculation every month to stay on track.
Say your mobile fleet generated $150,000 in revenue this month. Your total operating costs—including practitioner wages, fuel, and the lease payments for the units—added up to $138,000. This calculation shows you are operating efficiently enough to cover overhead.
OER = ($138,000) / ($150,000) = 0.92 or 92%
Tips and Trics
Track Wages as a percentage of revenue separately from Fixed OpEx.
If OER spikes above 100%, immediately check utilization rates for the prior two weeks.
Always compare the current month’s OER against the prior month’s result; trends matter more than single points.
Ensure you defintely include all non-COGS costs, like administrative salaries, in the OpEx bucket.
KPI 7
: Months of Runway (MoR)
Definition
Months of Runway (MoR) tells you exactly how long your current cash pile will last if you keep spending more than you earn. It’s the ultimate survival metric when your business is burning cash (negative cash flow). You must track this defintely weekly, especially before you hit profitability.
Advantages
Provides a hard deadline for fundraising or achieving positive cash flow.
Forces disciplined spending reviews every single week.
Helps prioritize operational changes that directly impact cash burn.
Disadvantages
A single large, unexpected expense can instantly shorten the runway.
It assumes the burn rate stays constant, which is rarely true during scaling.
It ignores future revenue commitments or financing already secured.
Industry Benchmarks
For startups, having 12 months of runway is the standard safety net for fundraising cycles. If Waypoint Wellness is operating with negative cash flow, anything under 6 months requires immediate, drastic action. Low runway signals high operational risk to potential investors.
Negotiate longer payment terms with key suppliers, like mobile unit maintenance providers.
Immediately halt non-essential capital expenditures until cash flow stabilizes.
How To Calculate
You find the runway by dividing your total available cash by the amount you lose each month. Net Operating Cash Flow (Burn) is the negative difference between cash coming in and cash going out from operations.
Months of Runway = Current Cash Balance / Net Operating Cash Flow (Burn)
Example of Calculation
If Waypoint Wellness has $450,000 in the bank and is losing $50,000 per month from operations, the calculation is straightforward. This gives you a clear picture of your survival timeline.
$450,000 / $50,000 = 9 Months
Tips and Trics
Calculate MoR using the prior 4 weeks' average burn, not just last month.
Always model the runway based on the worst-case scenario for new patient acquisition.
If cash is positive, switch tracking frequency to monthly, but keep burn rate visible.
Ensure the cash balance used in the numerator reflects only operating cash, excluding restricted funds.
The largest cost driver is labor, totaling $1245 million annually in 2026, followed by fixed costs like rent and insurance ($1536k annually) Variable costs, including medical supplies (70%) and vehicle operation (60%), total about 19% of revenue;
Based on current projections, the Mobile Medical Unit is expected to reach the break-even point in February 2027, 14 months after launch, with EBITDA turning positive in Year 2 ($71k);
Initial capital expenditures are significant, totaling $985,000, primarily driven by three Mobile Medical Units ($600k) and medical diagnostic equipment ($150k);
Given the high service component and low supply costs (100% COGS), the Gross Margin should target 900% or higher, allowing sufficient room to cover the large fixed labor and fleet costs;
The biggest risk is underutilization of high-cost staff, especially General Doctors ($180k salary) If Capacity Utilization Rate stays below the target 70%, the high fixed wage base will prevent positive cash flow;
The project shows a 47-month payback period and an Internal Rate of Return (IRR) of 30%, indicating a long path to capital recovery, requiring tight operational control to improve returns
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