{"product_id":"concierge-medicine-practice-owner-makes","title":"How Much Concierge Medicine Owners Make: $368K-$249M","description":"\u003cbr\u003e\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003cp\u003eA US concierge medicine practice can show owner-physician income capacity of \u003cstrong\u003e$368,000 in Year 1\u003c\/strong\u003e, based on a $220,000 physician salary plus $148,000 of EBITDA This scope covers membership revenue, payroll, overhead, startup cash, reserves, and owner pay logic over a five-year model period It does not cover tax advice, guaranteed salary claims, or individual physician compensation contracts\u003c\/p\u003e\n\n\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Concierge medicine owner income KPI cards\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 owner-physician take-home, before taxes and reserves, using the model's implied revenue and cost stack; physician pay and distributions are separate.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 owner-physician take-home, before taxes and reserves, using the model's implied revenue and cost stack; physician pay and distributions are separate.\"\u003e$368K\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 EBITDA margin from $148K EBITDA on about $980K revenue; it excludes taxes, debt service, and retained cash.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 EBITDA margin from $148K EBITDA on about $980K revenue; it excludes taxes, debt service, and retained cash.\"\u003e15.1%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 recurring revenue needed to support the model's planned owner pay, based on membership mix, pricing, payroll, and cost assumptions.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Revenue for target pay icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eRevenue for target pay\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 recurring revenue needed to support the model's planned owner pay, based on membership mix, pricing, payroll, and cost assumptions.\"\u003e$980K\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Hard because launch capex is heavy, minimum cash hits $696K in Month 6, and breakeven takes 6 months with 15-month payback.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Hard because launch capex is heavy, minimum cash hits $696K in Month 6, and breakeven takes 6 months with 15-month payback.\"\u003eHard\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your concierge medicine income?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Concierge Medicine Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Concierge Medicine Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Concierge Medicine Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice. Actual owner income depends on revenue, margins, payroll, taxes, debt, reserves, and how cash is used in the business.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eEstimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly membership revenue before expenses. Start from your member mix and Year 1 fees: 200 individual, 500 family, 3000 corporate.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly membership revenue before expenses. Start from your member mix and Year 1 fees: 200 individual, 500 family, 3000 corporate.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly membership revenue before expenses. Start from your member mix and Year 1 fees: 200 individual, 500 family, 3000 corporate.\" data-low=\"65000\" data-base=\"82000\" data-high=\"125000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"82,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct care costs, supplies, and software tied to patient service. The Year 1 model is about 83% gross margin.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct care costs, supplies, and software tied to patient service. The Year 1 model is about 83% gross margin.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of revenue left after direct care costs, supplies, and software tied to patient service. The Year 1 model is about 83% gross margin.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"80\" data-base=\"83\" data-high=\"86\" value=\"83\"\u003e\u003coutput\u003e83%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll for the physician, nurse practitioner, medical assistant, office manager, and any added provider FTE.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll for the physician, nurse practitioner, medical assistant, office manager, and any added provider FTE.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll for the physician, nurse practitioner, medical assistant, office manager, and any added provider FTE.\" data-low=\"34000\" data-base=\"38333\" data-high=\"65000\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"38,333\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, liability insurance, admin, legal, accounting, supplies, utilities, and maintenance.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, liability insurance, admin, legal, accounting, supplies, utilities, and maintenance.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, liability insurance, admin, legal, accounting, supplies, utilities, and maintenance.\" data-low=\"12500\" data-base=\"14100\" data-high=\"16500\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"14,100\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly marketing spend and customer acquisition support. The Year 1 budget is 36000 total, or 3000 per month.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing spend and customer acquisition support. The Year 1 budget is 36000 total, or 3000 per month.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing spend and customer acquisition support. The Year 1 budget is 36000 total, or 3000 per month.\" data-low=\"2500\" data-base=\"3000\" data-high=\"5000\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"3,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payments. Set to 0 if there is no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payments. Set to 0 if there is no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan or financing payments. Set to 0 if there is no debt.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit held back for taxes before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held back for taxes before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit held back for taxes before owner pay.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"24\" data-high=\"28\" value=\"24\"\u003e\u003coutput\u003e24%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit kept for working capital, growth, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for working capital, growth, and risk buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for working capital, growth, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" data-base=\"10\" data-high=\"12\" value=\"10\"\u003e\u003coutput\u003e10%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTarget owner pay\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Target monthly owner income used to measure the gap against projected take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003eTarget monthly owner income used to measure the gap against projected take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Target monthly owner income used to measure the gap against projected take-home.\" data-low=\"6000\" data-base=\"7500\" data-high=\"12000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"7,500\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$8,334\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eNet Margin\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income divided by monthly revenue.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income divided by monthly revenue.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"netProfitMargin\"\u003e10%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eRevenue for Target Pay\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly revenue needed to support the target owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly revenue needed to support the target owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"revenueNeeded\"\u003e$80,478\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-positive\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$834\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdl class=\"fml-owner-result-list\"\u003e\n\u003cdiv\u003e\n\u003cdt\u003eAnnual owner income\u003c\/dt\u003e\n\u003cdd data-owner-output=\"annualOwnerIncome\"\u003e$100,008\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eProfit before reserves\u003c\/dt\u003e\n\u003cdd data-owner-output=\"profitBeforeReserves\"\u003e$12,627\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTax + reinvestment reserve\u003c\/dt\u003e\n\u003cdd data-owner-output=\"reserveAmount\"\u003e$4,293\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$834\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003c\/dl\u003e\n\u003cdiv class=\"fml-owner-bridge\"\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"revenue\"\u003e\n\u003cspan\u003eRevenue\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 100%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$82,000\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 83%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$68,060\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"operatingCosts\"\u003e\n\u003cspan\u003eOperating costs\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 68%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$55,433\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"reserveAmount\"\u003e\n\u003cspan\u003eReserves\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 5%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$4,293\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"ownerIncome\"\u003e\n\u003cspan\u003eOwner income\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 10%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$8,334\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice. Actual owner income depends on revenue, margins, payroll, taxes, debt, reserves, and how cash is used in the business.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to check owner income in a Concierge Medicine model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eIt shows revenue, margin, costs, reserves, and owner pay; open the \u003ca href=\"\/products\/concierge-medicine-practice-financial-model\"\u003eConcierge Medicine Financial Model Template\u003c\/a\u003e.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eOwner pay:\u003c\/strong\u003e test take-home\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eEBITDA:\u003c\/strong\u003e $148K Year 1\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eScenarios:\u003c\/strong\u003e low, base, high\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003cdiv class=\"image-section_blog image-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"preview-card\" data-preview-src=\"\/cdn\/shop\/files\/concierge-medicine-practice-financial-model-dashboard-financialmodelslab_0d6086b4-f5e1-4524-be36-8e3c6c8e5d60.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/concierge-medicine-practice-financial-model-dashboard-financialmodelslab_0d6086b4-f5e1-4524-be36-8e3c6c8e5d60.webp?width=500\" alt=\"Concierge Medicine Financial Model dashboard summarizes key KPIs, runway and cash position with a dynamic dashboard for performance tracking, investor-ready charts and quick cash-flow visibility.\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow many patients does a concierge doctor need to make money?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eFor \u003cstrong\u003eConcierge Medicine\u003c\/strong\u003e, the right question is \u003cstrong\u003eactive paying memberships\u003c\/strong\u003e, not inquiry count. In this model, the \u003cstrong\u003eYear 1 weighted monthly fee of $740\u003c\/strong\u003e points to about \u003cstrong\u003e110 active memberships\u003c\/strong\u003e to reach roughly \u003cstrong\u003e$980K\u003c\/strong\u003e in Year 1 revenue, with break-even in \u003cstrong\u003eMonth 6\u003c\/strong\u003e and minimum cash need of \u003cstrong\u003e$696K\u003c\/strong\u003e. \u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCore math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$740\u003c\/strong\u003e weighted monthly fee\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAbout 110\u003c\/strong\u003e active memberships\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAbout $980K\u003c\/strong\u003e Year 1 revenue\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eBreak-even in Month 6\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat changes the count\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$696K\u003c\/strong\u003e minimum cash need\u003c\/li\u003e\n\u003cli\u003eOverhead changes the target fast\u003c\/li\u003e\n\u003cli\u003eStaffing changes the target fast\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$3,000\/month\u003c\/strong\u003e corporate packages change the math\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cp\u003eSo the answer is not a fixed patient count; it depends on \u003cstrong\u003eoverhead\u003c\/strong\u003e, \u003cstrong\u003estaffing\u003c\/strong\u003e, membership mix, and whether the owner is also the physician. If onboarding is slow or the mix shifts toward higher-priced corporate plans, the breakeven point moves a lot.\u003c\/p\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCan a solo concierge doctor scale owner income?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eIf you’re running \u003cstrong\u003eConcierge Medicine\u003c\/strong\u003e, owner income can grow only until \u003cstrong\u003epanel capacity\u003c\/strong\u003e and \u003cstrong\u003esame-day access\u003c\/strong\u003e start pulling against each other. Year 1 has \u003cstrong\u003e10 primary care physician FTE\u003c\/strong\u003e, \u003cstrong\u003e10 nurse practitioner FTE\u003c\/strong\u003e, \u003cstrong\u003e10 medical assistant FTE\u003c\/strong\u003e, and \u003cstrong\u003e10 office manager FTE\u003c\/strong\u003e; physician FTE rises to \u003cstrong\u003e15\u003c\/strong\u003e in Year 3 and \u003cstrong\u003e20\u003c\/strong\u003e in Year 4, so the real lift comes from provider leverage, not just more owner hours.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eYear 1 capacity\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e10 PCP FTE\u003c\/strong\u003e sets the base.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10 NP FTE\u003c\/strong\u003e adds visit capacity.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10 MA FTE\u003c\/strong\u003e supports flow.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10 office manager FTE\u003c\/strong\u003e keeps ops moving.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eIncome tradeoff\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e15 physician FTE\u003c\/strong\u003e in Year 3.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e20 physician FTE\u003c\/strong\u003e in Year 4.\u003c\/li\u003e\n\u003cli\u003eLower panel size protects access.\u003c\/li\u003e\n\u003cli\u003ePricing or mix must improve revenue.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow much does a concierge medicine practice owner make per year?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA Concierge Medicine owner-physician can show \u003cstrong\u003e$368K\u003c\/strong\u003e Year 1 income capacity before taxes and reserves: \u003cstrong\u003e$220K\u003c\/strong\u003e salary plus \u003cstrong\u003e$148K\u003c\/strong\u003e EBITDA. By Year 5, that capacity reaches \u003cstrong\u003e$2.493M\u003c\/strong\u003e, and \u003ca href=\"\/blogs\/kpi-metrics\/concierge-medicine-practice\"\u003eHow Is The Patient Satisfaction Level For Concierge Medicine?\u003c\/a\u003e matters because retention protects recurring membership revenue.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOwner income\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eYear 1 salary: \u003cstrong\u003e$220K\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 1 EBITDA: \u003cstrong\u003e$148K\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 1 capacity: \u003cstrong\u003e$368K\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 5 capacity: \u003cstrong\u003e$2.493M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eProfit reality\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eYear 1 revenue: about \u003cstrong\u003e$980K\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 1 EBITDA margin: \u003cstrong\u003e15.1%\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eEBITDA is not spendable cash\u003c\/li\u003e\n\u003cli\u003ePay reserves, debt, capex, reinvestment first\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant the six drivers behind concierge medicine income?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Main income drivers for the concierge medicine business.\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003eActive Members\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e110\u003c\/strong\u003e\u003cp\u003eAbout 110 active memberships in Year 1 set the revenue base, and every 10 members adds about $88.8K a year before variable costs.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eFee Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$740\/mo\u003c\/strong\u003e\u003cp\u003eThe weighted monthly fee starts near $740, so small price gains lift revenue every month without adding labor.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e3\u003c\/span\u003e\u003ch4\u003ePanel Capacity\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e2.0x\u003c\/strong\u003e\u003cp\u003eCapacity rises as physician FTE reaches 2.0 and nurse practitioner FTE reaches 1.5, so growth only helps if care time still holds.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eStaffing Costs\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$460K\u003c\/strong\u003e\u003cp\u003eYear 1 payroll is about $460K, so hiring ahead of demand can eat margin before membership growth catches up.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003eRevenue Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e50\/35\/15\u003c\/strong\u003e\u003cp\u003eFamily share rises to 50% by Year 5 while individual share falls to 35%, which lifts average revenue per member over time.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e6\u003c\/span\u003e\u003ch4\u003eCash Need\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$696K\u003c\/strong\u003e\u003cp\u003eThe model shows a $696K minimum cash need, so early burn and fixed overhead can delay owner take-home even when EBITDA turns positive.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eConcierge Medicine Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eActive Members And Retention\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eActive Members and Retention\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePaid members\u003c\/strong\u003e are the core revenue engine here. At about \u003cstrong\u003e110 active memberships\u003c\/strong\u003e, \u003cstrong\u003e$740\u003c\/strong\u003e weighted monthly fee, and roughly \u003cstrong\u003e$980K\u003c\/strong\u003e implied annual revenue, the math is simple: \u003cstrong\u003e110 x $740 x 12 = $976,800\u003c\/strong\u003e. That recurring base is what gives the owner stable income and less reliance on one-off visits or insurance volume.\u003c\/p\u003e\n    \u003cp\u003eRetention matters because every lost member must be replaced through paid acquisition. \u003cstrong\u003eCAC starts at $150 in Year 1\u003c\/strong\u003e and falls to \u003cstrong\u003e$120 by Year 5\u003c\/strong\u003e, so churn hits cash flow fast. The key risk is counting inquiries or total patients instead of paid members, which overstates take-home pay.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure Paid Members, Not Interest\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003eactive paying members\u003c\/strong\u003e, monthly renewals, churn, and CAC together. Use only members who have paid this month when forecasting revenue, gross margin, and owner draw. If the member count slips, the business must spend more to refill the panel, and that lowers cash left for the owner.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eActive paid members\u003c\/strong\u003e, not leads\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eMonthly retention\u003c\/strong\u003e and churn\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eCAC\u003c\/strong\u003e: $150 to $120\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eFee x member count\u003c\/strong\u003e forecast\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eTest retention by segment and watch who renews at each fee level. If higher-fee members stay longer, owner income rises even without faster growth. If onboarding is weak or access slips, retention falls and the model needs more paid acquisition just to hold revenue flat.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eMembership Fee\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row2\"\u003e\n\u003ch3\u003eMembership Fee\u003c\/h3\u003e\n\u003cp\u003eMembership fee is the monthly price per active member. In Year 1, the mix is \u003cstrong\u003e45% individual\u003c\/strong\u003e, \u003cstrong\u003e40% family\u003c\/strong\u003e, and \u003cstrong\u003e15% corporate executive\u003c\/strong\u003e, which creates a \u003cstrong\u003e$740\u003c\/strong\u003e weighted fee per month. At that level, \u003cstrong\u003e100 members\u003c\/strong\u003e generate about \u003cstrong\u003e$74,000\/month\u003c\/strong\u003e before payroll and overhead, so pricing directly sets how many members the owner needs to pay themselves.\u003c\/p\u003e\n\u003cp\u003eBy Year 5, the weighted fee rises to \u003cstrong\u003e$924\/month\u003c\/strong\u003e as the family mix reaches \u003cstrong\u003e50%\u003c\/strong\u003e and prices increase. That helps revenue per member, but only if the practice still delivers same-day or next-day access, long visits, and 24\/7 physician access. If the value gap shows up, higher fees can slow sign-ups and pressure cash flow.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row2\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Price By Plan\u003c\/h3\u003e\n\u003cp\u003eMeasure active members by plan, monthly revenue per member, and the share of each tier. Check whether the current mix still supports the weighted fee of \u003cstrong\u003e$740\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e$924\u003c\/strong\u003e in Year 5. The main input is simple: price times members, adjusted for mix. More price helps only if demand and retention hold.\u003c\/p\u003e\n\u003cp\u003eTest price changes in small steps and watch retention, referrals, and time to fill slots. If the family tier reaches \u003cstrong\u003e50%\u003c\/strong\u003e, make sure physician coverage and appointment access still match the promise. One weak pricing move can force more marketing spend just to replace lost members.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step2\"\u003e2\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePanel Capacity\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003ePanel Capacity\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePanel capacity\u003c\/strong\u003e is the number of members the practice can serve without breaking same-day access, long visits, and 24\/7 responsiveness. In Year 1, the model uses \u003cstrong\u003e10 primary care physician FTE\u003c\/strong\u003e plus \u003cstrong\u003e10 nurse practitioner FTE\u003c\/strong\u003e, so revenue depends on how many active members that team can handle while still protecting retention and referrals.\u003c\/p\u003e\n    \u003cp\u003eHere’s the tradeoff: more \u003cstrong\u003eservice intensity\u003c\/strong\u003e means lower capacity unless pricing rises enough to fund the extra labor. If too many members are packed into a high-touch model, the service promise slips, and that can cut renewals, new referrals, and owner take-home pay even before revenue shows up in the P\u0026amp;L.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eProtect the Panel\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003emembers per clinician FTE\u003c\/strong\u003e, visit length, same-day demand, and retention together. The staffing plan already rises to \u003cstrong\u003e15 physician FTE in Year 3\u003c\/strong\u003e and \u003cstrong\u003e20 in Year 4\u003c\/strong\u003e, so capacity planning must move with headcount, not after the schedule is full. One overloaded panel can look busy and still pay less.\u003c\/p\u003e\n      \u003cp\u003eUse pricing to offset higher touch. If access, visit time, or care coordination increases, the membership fee has to support that load. Watch for early warning signs: delays in appointments, dropped response speed, and weaker referrals. Those are the moments when recurring revenue starts to leak and owner distributions get squeezed.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eStaffing Costs\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eStaffing Costs\u003c\/h3\u003e\n    \u003cp\u003eStaffing costs are the cash cost of keeping the concierge model running: physician, nurse practitioner, medical assistant, office manager, marketing, business development, and outsourced support. Year 1 payroll is \u003cstrong\u003e$460K\u003c\/strong\u003e, then it rises to \u003cstrong\u003e$5.575M\u003c\/strong\u003e in Year 2 and \u003cstrong\u003e$8.875M\u003c\/strong\u003e by Year 5. That payroll can raise capacity, but if membership revenue lags, it cuts distributions and delays owner pay.\u003c\/p\u003e\n    \u003cp\u003eThe key inputs are FTE count, role mix, coverage level, and whether the owner-physician salary sits inside payroll or is shown separately. More medical assistant coverage supports more same-day visits, but each hire needs enough active members and fee revenue to cover the added fixed cost. \u003cstrong\u003ePayroll goes up first; owner income only follows after revenue and margin catch up.\u003c\/strong\u003e\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Payroll by Role\u003c\/h3\u003e\n      \u003cp\u003eMeasure payroll against active members, visits, and access targets, not just headcount. Keep the owner-physician salary separate from employee payroll and outsourced support so you can see what the practice really costs to run. If a hire does not lift capacity, retention, or cash collection, it should not stay on the plan.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack payroll by role and FTE.\u003c\/li\u003e\n        \u003cli\u003eModel cost per active member.\u003c\/li\u003e\n        \u003cli\u003eTest MA coverage before more admin.\u003c\/li\u003e\n        \u003cli\u003eFund marketing only with payback.\u003c\/li\u003e\n        \u003cli\u003eReforecast before distributions.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003e\u003cstrong\u003eOne bad hire can lock up cash fast.\u003c\/strong\u003e If staffing grows faster than recurring membership revenue, distributions shrink even when the panel looks full. Outsourced support should stay visible in the forecast so the owner does not mistake clinical payroll for profit.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eRevenue Mix\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eRevenue Mix\u003c\/h3\u003e\n    \u003cp\u003eRevenue mix is the share of members by plan, and it changes both cash flow and margin. In this model, Year 1 is \u003cstrong\u003e45% individual\u003c\/strong\u003e, \u003cstrong\u003e40% family\u003c\/strong\u003e, and \u003cstrong\u003e15% corporate\u003c\/strong\u003e; by Year 5 it shifts to \u003cstrong\u003e35% individual\u003c\/strong\u003e, \u003cstrong\u003e50% family\u003c\/strong\u003e, and \u003cstrong\u003e15% corporate\u003c\/strong\u003e.\u003c\/p\u003e\n    \u003cp\u003eThat mix matters because corporate pricing is \u003cstrong\u003e$3,000\/month in Year 1 and \u003cstrong\u003e$3,600\/month\u003c\/strong\u003e in Year 5. The model’s weighted monthly fee rises from \u003cstrong\u003e$740\u003c\/strong\u003e to \u003cstrong\u003e$924\u003c\/strong\u003e per member, so the same headcount can produce more revenue if the mix holds and collections stay clean.\u003c\/strong\u003e\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Mix by Plan\u003c\/h3\u003e\n      \u003cp\u003eUse \u003cstrong\u003erevenue = active members × plan price\u003c\/strong\u003e, then split it by segment. Track monthly member counts, plan price, churn, and collection lag so you can see whether family growth is improving stability or just adding more service time and billing work.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eActive members by plan\u003c\/li\u003e\n        \u003cli\u003eMonthly fee by segment\u003c\/li\u003e\n        \u003cli\u003eMonthly churn and renewal rate\u003c\/li\u003e\n        \u003cli\u003eCorporate seat count and collections\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eWatch the balance between higher-priced accounts and the time they consume. A family-heavy book can steady recurring revenue, but if access, staffing, or billing gets messy, owner draw gets squeezed fast. Insurance billing, cash-pay services, and hybrid models are planning inputs, not legal or payer-contract advice.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eOverhead And Startup Reserves\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"right-row6\"\u003e\n\u003ch3\u003eFixed Overhead And Cash Reserves\u003c\/h3\u003e\n\u003cp\u003eRevenue does not become owner pay until the practice clears the \u003cstrong\u003e$141K\u003c\/strong\u003e monthly fixed overhead, or \u003cstrong\u003e$1.692M\u003c\/strong\u003e a year. With \u003cstrong\u003e$166K\u003c\/strong\u003e of startup capex and a \u003cstrong\u003e$696K\u003c\/strong\u003e minimum cash need in Month 6, cash is the gatekeeper: \u003cstrong\u003ebreak-even in Month 6\u003c\/strong\u003e and \u003cstrong\u003e15-month payback\u003c\/strong\u003e only work if early collections stay in reserve.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: \u003cstrong\u003e$141K x 12 = $1.692M\u003c\/strong\u003e. If monthly membership revenue arrives but overhead and reserve targets are not covered, the owner cannot safely draw cash. The real risk is paying distributions too early and starving the business of working capital.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"left-row6\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Cash Before Taking Draws\u003c\/h3\u003e\n\u003cp\u003eMeasure three things every month: \u003cstrong\u003efixed overhead\u003c\/strong\u003e, \u003cstrong\u003ecash on hand\u003c\/strong\u003e, and the \u003cstrong\u003eMonth 6 reserve target\u003c\/strong\u003e. Early revenue should first cover the overhead base, then rebuild the reserve balance, and only then fund owner distributions. That keeps the practice from looking profitable while still running short on cash.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eTrack\u003c\/strong\u003e monthly burn vs. $141K.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eHold\u003c\/strong\u003e $696K by Month 6.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eDelay\u003c\/strong\u003e owner draws until reserves are funded.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTest\u003c\/strong\u003e revenue timing against payback.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eWhat this estimate hides: if collections slip, reserve coverage becomes the first pressure point, not profit. That means the owner should use a cash forecast, not just a P\u0026amp;L, before deciding when income is safe to take.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare low, base, and high concierge medicine owner income cases\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Concierge Medicine Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Concierge Medicine Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or required distributions.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eMembership mix, fee levels, and staffing change owner income fast here. Low case keeps fixed overhead and reserves tight; high case assumes better retention and more family and corporate members.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eHow member mix changes owner income.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eHarder path\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eModeled path\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside path\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Slower membership growth and a smaller corporate mix keep owner income on the low side.\"\u003eSlower membership growth and a smaller corporate mix keep owner income on the low side.\u003c\/td\u003e\n\u003ctd data-export-value=\"The modeled path uses a steady ramp and a balanced member mix.\"\u003eThe modeled path uses a steady ramp and a balanced member mix.\u003c\/td\u003e\n\u003ctd data-export-value=\"Stronger retention and a richer family and corporate mix push owner income higher.\"\u003eStronger retention and a richer family and corporate mix push owner income higher.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Fewer than 110 Year 1 memberships, a weighted fee under $740, 17% variable costs, flat overhead, and delayed reserve release keep EBITDA thin.\"\u003eFewer than 110 Year 1 memberships, a weighted fee under $740, 17% variable costs, flat overhead, and delayed reserve release keep EBITDA thin.\u003c\/td\u003e\n\u003ctd data-export-value=\"About 110 Year 1 memberships at a roughly $740 weighted monthly fee imply about $980K revenue; with about 17% variable costs, $460K payroll, and $169K fixed overhead, EBITDA lands near $148K and supports about $368K owner income.\"\u003eAbout 110 Year 1 memberships at a roughly $740 weighted monthly fee imply about $980K revenue; with about 17% variable costs, $460K payroll, and $169K fixed overhead, EBITDA lands near $148K and supports about $368K owner income.\u003c\/td\u003e\n\u003ctd data-export-value=\"Faster membership growth, better retention, and the same core overhead spread over a larger base can lift EBITDA to $2.273M by Year 5 as staffing scales.\"\u003eFaster membership growth, better retention, and the same core overhead spread over a larger base can lift EBITDA to $2.273M by Year 5 as staffing scales.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Cost drivers\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-drivers\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-cost-drivers.svg\" alt=\"Cost drivers icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eCost drivers\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Slower member ramp; lower corporate mix; flat fixed overhead; delayed reserve release; tighter distributions\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eSlower member ramp\u003c\/li\u003e\n\u003cli\u003elower corporate mix\u003c\/li\u003e\n\u003cli\u003eflat fixed overhead\u003c\/li\u003e\n\u003cli\u003edelayed reserve release\u003c\/li\u003e\n\u003cli\u003etighter distributions\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"110 Year 1 members; $740 weighted fee; 17% variable costs; $460K payroll; $169K overhead\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e110 Year 1 members\u003c\/li\u003e\n\u003cli\u003e$740 weighted fee\u003c\/li\u003e\n\u003cli\u003e17% variable costs\u003c\/li\u003e\n\u003cli\u003e$460K payroll\u003c\/li\u003e\n\u003cli\u003e$169K overhead\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Faster member growth; better retention; higher family and corporate mix; Year 5 EBITDA $2.273M; steadier reserves\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eFaster member growth\u003c\/li\u003e\n\u003cli\u003ebetter retention\u003c\/li\u003e\n\u003cli\u003ehigher family and corporate mix\u003c\/li\u003e\n\u003cli\u003eYear 5 EBITDA $2.273M\u003c\/li\u003e\n\u003cli\u003esteadier reserves\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Low-to-mid six figures\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eLow-to-mid six figures\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eTight owner income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$368,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$368,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase owner income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"High six figures\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eHigh six figures\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eHigh owner income\u003c\/span\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Best fit\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-fit\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-best-fit.svg\" alt=\"Best fit icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eBest fit\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Use this to stress-test cash and draw capacity if growth is slower than planned.\"\u003eUse this to stress-test cash and draw capacity if growth is slower than planned.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this for budgeting, staffing, and lender planning.\"\u003eUse this for budgeting, staffing, and lender planning.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if retention and mix improve faster than expected.\"\u003eUse this to test upside if retention and mix improve faster than expected.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or required distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303790256371,"sku":"concierge-medicine-practice-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/concierge-medicine-practice-owner-makes.webp?v=1782679512","url":"https:\/\/financialmodelslab.com\/products\/concierge-medicine-practice-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}