{"product_id":"direct-primary-care-owner-makes","title":"Direct Primary Care Practice Owner Income: $220K Plus EBITDA","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\u003eYou’re estimating owner take-home from a US direct primary care practice, not treating revenue as salary This model covers a five-year membership ramp, with \u003cstrong\u003e$987,000 Year 1 revenue\u003c\/strong\u003e, \u003cstrong\u003e$220,000 physician payroll\u003c\/strong\u003e, Month 7 breakeven, reserves, reinvestment, and exclusions for personal taxes, debt structure, and individual compensation advice\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=\"Direct primary care practice\"\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 physician salary is $220K, with possible EBITDA distributions later if reserves stay healthy; this excludes personal taxes and financing.\"\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 physician salary is $220K, with possible EBITDA distributions later if reserves stay healthy; this excludes personal taxes and financing.\"\u003e$220K base\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA margin uses EBITDA divided by revenue, from 0% in Year 1 to 60.1% in Year 5; it excludes taxes and debt.\"\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=\"EBITDA margin uses EBITDA divided by revenue, from 0% in Year 1 to 60.1% in Year 5; it excludes taxes and debt.\"\u003e0% to 60.1%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 recurring membership revenue is $987K, the closest researched base to support the $220K physician salary before any distributions.\"\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 membership revenue is $987K, the closest researched base to support the $220K physician salary before any distributions.\"\u003e$987K\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Heavy startup cash needs, Month 7 breakeven, and a $552K minimum cash trough make this a hard build.\"\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=\"Heavy startup cash needs, Month 7 breakeven, and a $552K minimum cash trough make this a hard build.\"\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 DPC owner income?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Direct Primary Care Practice Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Direct Primary Care Practice Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Direct Primary Care Practice Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. Actual owner income depends on revenue, margins, payroll, taxes, reserves, and timing. It is not guaranteed salary, tax advice, or owner distribution advice. The model also shows Month 7 breakeven and about 552000 in minimum cash need.\"\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 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 collected before expenses. Use the average operating month, not a one-time peak month.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly membership revenue collected before expenses. Use the average operating month, not a one-time peak 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=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly membership revenue collected before expenses. Use the average operating month, not a one-time peak month.\" data-low=\"82250\" data-base=\"324000\" data-high=\"584833\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"324,000\"\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 medical supplies and telehealth or EHR fees.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after medical supplies and telehealth or EHR fees.\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 medical supplies and telehealth or EHR fees.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"86.5\" data-base=\"88.5\" data-high=\"90.5\" value=\"88.5\"\u003e\u003coutput\u003e88.5%\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 physicians, nurses, medical assistants, and admin staff before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll for physicians, nurses, medical assistants, and admin staff before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll for physicians, nurses, medical assistants, and admin staff before owner pay.\" data-low=\"40833\" data-base=\"73750\" data-high=\"106667\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"73,750\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, utilities, malpractice, admin, compliance, and other recurring overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, utilities, malpractice, admin, compliance, and other recurring overhead.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, utilities, malpractice, admin, compliance, and other recurring overhead.\" data-low=\"14000\" data-base=\"14000\" data-high=\"14000\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"14,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly marketing and patient acquisition spend needed to sustain growth.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly marketing and patient acquisition spend needed to sustain growth.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly marketing and patient acquisition spend needed to sustain growth.\" data-low=\"10000\" data-base=\"20000\" data-high=\"25000\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"20,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payment, if any.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payment, if any.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan or financing payment, if any.\" 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 take-home is calculated.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit held back for taxes before owner take-home is calculated.\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 take-home is calculated.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"20\" data-high=\"22\" value=\"20\"\u003e\u003coutput\u003e20%\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 growth, working capital, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for growth, working capital, 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 growth, working capital, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" data-base=\"8\" data-high=\"10\" value=\"8\"\u003e\u003coutput\u003e8%\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 calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eTarget monthly owner income used to calculate the target-pay gap.\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 calculate the target-pay gap.\" data-low=\"5000\" data-base=\"50000\" data-high=\"100000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"50,000\"\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$129K\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\"\u003e40%\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$200K\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$78,873\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$1,546,476\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$178,990\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$50,117\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$78,873\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$324K\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: 88%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$287K\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: 33%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$108K\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: 15%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$50,117\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: 40%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$129K\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 Research-based planning estimate only. Actual owner income depends on revenue, margins, payroll, taxes, reserves, and timing. It is not guaranteed salary, tax advice, or owner distribution advice. The model also shows Month 7 breakeven and about 552000 in minimum cash need.\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 pressure-test the full Direct Primary Care Practice forecast?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eThe \u003ca href=\"\/products\/direct-primary-care-financial-model\"\u003eDirect Primary Care Practice Financial Model Template\u003c\/a\u003e adds dashboard, assumptions, income statement, cash flow, break-even, payback, and scenario tabs. It tests member ramp, pricing tiers, physician FTE growth, payroll from \u003cstrong\u003e$490K\u003c\/strong\u003e to \u003cstrong\u003e$128M\u003c\/strong\u003e, revenue from \u003cstrong\u003e$987K\u003c\/strong\u003e to \u003cstrong\u003e$7,018M\u003c\/strong\u003e, EBITDA from \u003cstrong\u003e$0\u003c\/strong\u003e to \u003cstrong\u003e$4,219M\u003c\/strong\u003e, and minimum cash of \u003cstrong\u003e$552K\u003c\/strong\u003e. Open the model.\u003c\/p\u003e\n\n\u003ch4\u003eOwner pay planning checks\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner take-home planning\u003c\/li\u003e\n\u003cli\u003eRevenue and margin\u003c\/li\u003e\n\u003cli\u003eScenario stress tests\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\/direct-primary-care-financial-model-dashboard-financialmodelslab_1affb2c9-807f-4a1a-853f-52241581481a.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/direct-primary-care-financial-model-dashboard-financialmodelslab_1affb2c9-807f-4a1a-853f-52241581481a.webp?width=500\" alt=\"Direct Primary Care Practice Financial Model dashboard summarizing key KPIs, runway\/cash position and performance with a dynamic dashboard, investor-ready charts and clarity for cash-flow blind spots\"\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 direct primary care doctor need?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA Direct Primary Care Practice needs about \u003cstrong\u003e706 average active paying members\u003c\/strong\u003e in Year 1, based on \u003cstrong\u003e$987K revenue ÷ ($116.50 monthly fee × 12)\u003c\/strong\u003e; track paying members, not inquiries, and pair this with \u003ca href=\"\/blogs\/kpi-metrics\/direct-primary-care\"\u003eWhat Five KPIs Should Direct Primary Care Practice Track?\u003c\/a\u003e. By Year 5, \u003cstrong\u003e$7.018M revenue ÷ ($173.30 × 12)\u003c\/strong\u003e implies about \u003cstrong\u003e3,375 average memberships\u003c\/strong\u003e; if that is spread across \u003cstrong\u003e30 physician FTE\u003c\/strong\u003e, the math is \u003cstrong\u003e113 members per physician\u003c\/strong\u003e, not 1,125.\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\u003ePanel math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e706\u003c\/strong\u003e Year 1 average members\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$116.50\u003c\/strong\u003e weighted monthly fee\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$987K\u003c\/strong\u003e Year 1 revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eMonth 7\u003c\/strong\u003e breakeven depends on ramp\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\u003eCapacity checks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e3,375\u003c\/strong\u003e Year 5 average memberships\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$173.30\u003c\/strong\u003e Year 5 monthly fee\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e30\u003c\/strong\u003e physician FTE capacity base\u003c\/li\u003e\n\u003cli\u003eChurn and access quality cap panels\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCan direct primary care replace a physician salary?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eYes—if you're asking whether a \u003cstrong\u003eDirect Primary Care Practice\u003c\/strong\u003e can pay a physician a \u003cstrong\u003e$220K\u003c\/strong\u003e annual salary from day one, the model says yes. But \u003cstrong\u003eYear 1 EBITDA is $0 after payroll\u003c\/strong\u003e, so that cash is salary, not owner distributions. By \u003cstrong\u003eYear 2\u003c\/strong\u003e, EBITDA reaches \u003cstrong\u003e$897K\u003c\/strong\u003e, and by \u003cstrong\u003eYear 5\u003c\/strong\u003e it reaches \u003cstrong\u003e$4.219M\u003c\/strong\u003e before taxes, debt service, reserves, and reinvestment; \u003cstrong\u003epayback is 20 months\u003c\/strong\u003e, so cash planning has to come first.\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\u003eCash timing\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eMonth 1\u003c\/strong\u003e supports salary.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 1 EBITDA\u003c\/strong\u003e stays at $0.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003ePayback\u003c\/strong\u003e lands in 20 months.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eDistributions\u003c\/strong\u003e wait for cash build.\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\u003eOwner economics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$220K\u003c\/strong\u003e is the physician salary.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 2 EBITDA\u003c\/strong\u003e reaches $897K.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eYear 5 EBITDA\u003c\/strong\u003e reaches $4.219M.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eTaxes and reserves\u003c\/strong\u003e cut take-home cash.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat direct primary care operating costs reduce owner income most?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003e\u003cstrong\u003ePayroll\u003c\/strong\u003e is the biggest squeeze on owner income in a \u003ca href=\"\/blogs\/how-to-open\/direct-primary-care\"\u003eDirect Primary Care Practice\u003c\/a\u003e, and the ramp is brutal: it moves from \u003cstrong\u003e$490K\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$128M\u003c\/strong\u003e in Year 5. Even with strong gross margin, take-home stays tight because fixed overhead runs about \u003cstrong\u003e$14K per month\u003c\/strong\u003e and variable costs start at \u003cstrong\u003e135%\u003c\/strong\u003e of revenue before easing to \u003cstrong\u003e95%\u003c\/strong\u003e by Year 5.\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\u003eBiggest cost drains\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003ePayroll\u003c\/strong\u003e is the main pressure point.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eFixed overhead\u003c\/strong\u003e stays around $14K\/month.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRent\u003c\/strong\u003e is $85K, with $25K malpractice.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eUtilities\u003c\/strong\u003e add $12K, plus admin costs.\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\u003eWhy income stays tight\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eVariable costs\u003c\/strong\u003e start at 135% of revenue.\u003c\/li\u003e\n\u003cli\u003eSupplies and telehealth\/EHR drive early pressure.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eMarketing\u003c\/strong\u003e rises from $120K to $300K.\u003c\/li\u003e\n\u003cli\u003eHigh gross margin does not mean high take-home.\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 DPC income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the Main Income Drivers card grid.\"\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\u003e706-3,375\u003c\/strong\u003e\u003cp\u003eMore enrolled members spread the same clinic base, so owner take-home scales faster than 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\u003eMembership Fee\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$116-$173\u003c\/strong\u003e\u003cp\u003eA higher weighted fee raises cash per member and lifts margin without adding visits.\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\u003ePhysician Capacity\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e10-30 FTE\u003c\/strong\u003e\u003cp\u003eMore physician FTE opens more patient slots, so growth keeps flowing before service slows.\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\u003eStaff Mix\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$490K-$1.28M\u003c\/strong\u003e\u003cp\u003ePayroll is the biggest controllable cost, so the right FTE mix protects take-home as the panel grows.\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\u003eFixed Overhead\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$14K\/mo\u003c\/strong\u003e\u003cp\u003eThe $14K monthly overhead line sets break-even, and every extra member above it adds more cash.\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\u003eEnrollment Efficiency\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$85-\u0026gt;$60\u003c\/strong\u003e\u003cp\u003eLower CAC means each new member costs less to win, which shortens payback and raises owner yield.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eDirect Primary Care Practice Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eActive Paying Member Count\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 Paying Member Count\u003c\/h3\u003e\n\u003cp\u003eEach active paying member adds recurring cash, but it also adds visit volume, messaging, and care follow-up. In the provided model, the \u003cstrong\u003eYear 1 weighted monthly fee is $11,650\u003c\/strong\u003e, and contribution after \u003cstrong\u003e135% variable costs\u003c\/strong\u003e is about \u003cstrong\u003e$10,078 per member per month\u003c\/strong\u003e. That makes member count the main driver of revenue and margin.\u003c\/p\u003e\n\u003cp\u003eThe scale effect is strong: the model says \u003cstrong\u003e100 extra active members\u003c\/strong\u003e add about \u003cstrong\u003e$101K monthly contribution\u003c\/strong\u003e before payroll and fixed costs. By \u003cstrong\u003eYear 5\u003c\/strong\u003e, contribution rises to about \u003cstrong\u003e$15,684 per member per month\u003c\/strong\u003e, so retention matters more than sign-ups. If churn rises or physician capacity fills up, owner pay stops scaling cleanly.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row1\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack member count, not just sign-ups\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003eactive members\u003c\/strong\u003e, monthly churn, and members per physician together. Here’s the quick math: more members help only when retained members stay inside physician capacity and access stays strong. If same-day visits slip, churn can erase the extra contribution fast.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eActive members\u003c\/strong\u003e by month\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eMonthly churn\u003c\/strong\u003e rate\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eMembers per physician\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eContribution per member\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eUse that scorecard to decide when to add staff or slow enrollment. Member growth improves owner take-home income only after payroll and fixed costs are covered. If the panel grows faster than care capacity, the business gets busier without giving the owner much more cash.\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;\"\u003eAverage Monthly Membership 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\u003eAverage Monthly Membership Fee\u003c\/h3\u003e\n    \u003cp\u003eAverage monthly membership fee is the price each active member pays every month, before any add-ons. Here’s the quick math: the weighted fee rises from \u003cstrong\u003e$11,650\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$17,330\u003c\/strong\u003e in Year 5, so revenue per member improves even if headcount stays flat. That lifts cash flow and owner draw, but only if members keep renewing.\u003c\/p\u003e\n    \u003cp\u003eMix matters. Family memberships grow from \u003cstrong\u003e30%\u003c\/strong\u003e to \u003cstrong\u003e38%\u003c\/strong\u003e, individual plans fall from \u003cstrong\u003e45%\u003c\/strong\u003e to \u003cstrong\u003e35%\u003c\/strong\u003e, and small business plans move from \u003cstrong\u003e25%\u003c\/strong\u003e to \u003cstrong\u003e27%\u003c\/strong\u003e. Fee increases help margin only when retention and local value hold; if churn rises, the higher price can backfire.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Fee Mix, Not Just List Price\u003c\/h3\u003e\n      \u003cp\u003eTrack monthly fee by plan, active member count, and churn by cohort. Compare realized revenue per active member with the weighted target so you can see whether family plans or employer plans are lifting the average fee. If the average fee rises but renewals slip, take-home income usually falls.\u003c\/p\u003e\n      \u003cp\u003eTest price changes in small steps and watch renewals, referrals, and visit use. The key input is not one ideal price; it is the balance between \u003cstrong\u003ehigher monthly revenue\u003c\/strong\u003e and \u003cstrong\u003estable retention\u003c\/strong\u003e. Build the forecast around plan mix, because shifts toward families or small business accounts change monthly cash fast.\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;\"\u003ePhysician Panel 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\u003ePhysician Panel Capacity\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003ePhysician panel capacity\u003c\/strong\u003e is the ceiling on active members each doctor can safely handle. In the model, physician FTE grows from \u003cstrong\u003e10\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e30\u003c\/strong\u003e in Year 5, and active memberships rise from about \u003cstrong\u003e706\u003c\/strong\u003e to about \u003cstrong\u003e3,375\u003c\/strong\u003e. More capacity lifts recurring revenue, but only if access stays fast enough to keep members paying.\u003c\/p\u003e\n\u003cp\u003eSame-day access, longer visits, virtual care, and clinical scope set sustainable panel size. The model also states about \u003cstrong\u003e1,125 members per physician\u003c\/strong\u003e by Year 5, so that assumption should be tested against visit volume and retention. If panels get too full, wait times rise, churn can rise, and owner profit can fall even with more members.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row3\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eKeep the panel tied to access\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003eactive members per physician FTE\u003c\/strong\u003e, same-day slot fill, telehealth share, visit length, and churn. These inputs show whether capacity is still supporting revenue or starting to hurt it. If a fuller panel lowers renewals, the extra membership revenue can disappear into rework, complaints, and lower take-home pay.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\u003cstrong\u003eMembers per physician FTE\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eSame-day access\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eVisit length\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eTelehealth mix\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eChurn rate\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eClinical scope\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eSet a panel cap from service math, not from ambition. Test growth until next-day demand, message volume, or renewal rates start to soften. That is the point where income quality weakens, because each added member no longer produces clean margin and stable cash flow.\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\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eClinical And Administrative Staffing\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eClinical and Administrative Staffing\u003c\/h3\u003e\n    \u003cp\u003eStaffing is the tradeoff between service quality and owner pay. In Year 1, payroll is \u003cstrong\u003e$490K\u003c\/strong\u003e across physician, registered nurse, medical assistant, practice manager, and marketing\/business development roles, so lean staffing helps margins during ramp. But under-staffing can slow enrollment and raise churn, which cuts recurring revenue and delays the owner’s take-home.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack payroll against growth\u003c\/h3\u003e\n      \u003cp\u003eMeasure staffing with \u003cstrong\u003eFTE\u003c\/strong\u003e, \u003cstrong\u003eactive members\u003c\/strong\u003e, \u003cstrong\u003echurn\u003c\/strong\u003e, and owner workload. The model reaches \u003cstrong\u003e$128M\u003c\/strong\u003e of payroll by Year 5 as physician, nurse, assistant, and admin FTE expand, so each hire needs to protect access, retention, and enrollment speed. If same-day access slips or the owner is still covering admin work, payroll is too thin for the service promise.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack payroll per active member.\u003c\/li\u003e\n        \u003cli\u003eWatch wait time and churn.\u003c\/li\u003e\n        \u003cli\u003eAdd staff only when demand supports it.\u003c\/li\u003e\n      \u003c\/ul\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;\"\u003eFixed Overhead And Startup Costs\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row5\"\u003e\n    \u003ch3\u003eFixed Overhead Pressure\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003e$14K\u003c\/strong\u003e in monthly fixed overhead means the practice has to cover rent, malpractice, and admin costs before the owner sees pay. Here’s the quick math: at \u003cstrong\u003e$987K\u003c\/strong\u003e in revenue, that is about \u003cstrong\u003e$168K\u003c\/strong\u003e a year, or roughly \u003cstrong\u003e17%\u003c\/strong\u003e of sales. At the modeled Year 5 revenue level of \u003cstrong\u003e$7.018M\u003c\/strong\u003e, the same overhead falls to about \u003cstrong\u003e2.4%\u003c\/strong\u003e of sales.\u003c\/p\u003e\n    \u003cp\u003e\u003cstrong\u003e$250K\u003c\/strong\u003e of startup capex for systems, equipment, setup, security, website, and signage is launch cash, not monthly opex. It still affects owner income because it delays payback and can force the business to grow before it can safely pay distributions. If membership ramp is slow, fixed costs create break-even pressure fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row5\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Burn Against Signed Members\u003c\/h3\u003e\n      \u003cp\u003eSeparate \u003cstrong\u003eone-time capex\u003c\/strong\u003e from \u003cstrong\u003emonthly operating expense\u003c\/strong\u003e in the forecast. Track cash burn, meaning monthly cash outflow, plus the member count needed to cover the \u003cstrong\u003e$14K\u003c\/strong\u003e fixed base before owner draw. If rent or malpractice changes, update bre\nak-even right away.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch fixed cost per active member.\u003c\/li\u003e\n        \u003cli\u003eTest ramp speed against cash runway.\u003c\/li\u003e\n        \u003cli\u003eLock launch spend before opening day.\u003c\/li\u003e\n        \u003cli\u003eReforecast when revenue mix changes.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eOwner pay gets easier only when recurring revenue stays ahead of overhead. If the practice reaches scale fast, fixed costs shrink as a share of sales; if it doesn’t, every slow month pushes profit and take-home down.\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;\"\u003eRetention And Enrollment Efficiency\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eRetention and Enrollment Efficiency\u003c\/h3\u003e\n    \u003cp\u003eIn a membership clinic, income comes from \u003cstrong\u003eactive members who stay paid\u003c\/strong\u003e, not just sign-ups. Better retention keeps monthly cash predictable, and better enrollment efficiency lowers \u003cstrong\u003ecustomer acquisition cost (CAC)\u003c\/strong\u003e from \u003cstrong\u003e$85\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e$60\u003c\/strong\u003e in Year 5, so the same marketing dollar buys more members. If churn rises, revenue still slips and owner pay gets less stable.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: at \u003cstrong\u003e$120K\u003c\/strong\u003e marketing spend and \u003cstrong\u003e$85 CAC\u003c\/strong\u003e, you can acquire about \u003cstrong\u003e1,412\u003c\/strong\u003e members; at \u003cstrong\u003e$300K\u003c\/strong\u003e and \u003cstrong\u003e$60 CAC\u003c\/strong\u003e, that rises to \u003cstrong\u003e5,000\u003c\/strong\u003e. That only turns into durable income if onboarding, employer contracts, referrals, and reputation keep those members active. \u003cstrong\u003eLifetime value\u003c\/strong\u003e can’t be measured well without churn data, and it isn’t provided.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack churn before you scale ads\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003enew sign-ups, active members, churn rate, and CAC\u003c\/strong\u003e every month. Use a simple funnel: leads, consultations, paid members, then retained members at \u003cstrong\u003e30\u003c\/strong\u003e, \u003cstrong\u003e90\u003c\/strong\u003e, and \u003cstrong\u003e180\u003c\/strong\u003e days. If CAC improves but retention weakens, the marketing budget buys short-lived revenue, not dependable cash flow.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack retention by cohort month.\u003c\/li\u003e\n        \u003cli\u003eSplit individual, family, employer plans.\u003c\/li\u003e\n        \u003cli\u003eCompare CAC to first-year gross margin.\u003c\/li\u003e\n        \u003cli\u003eTest onboarding touchpoints in week one.\u003c\/li\u003e\n        \u003cli\u003eUse referrals to lower paid CAC.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eThe owner wins when each acquired member stays long enough to cover acquisition cost and keep paying monthly. If onboarding takes \u003cstrong\u003e14+ days\u003c\/strong\u003e or access is slow, churn risk rises and marketing spend turns into temporary revenue instead of steady profit and draw.\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 DPC owner income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Direct Primary Care Practice Owner Income Scenarios.\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Direct Primary Care Practice 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 actual 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\"\u003eIncome shifts with enrollment speed, CAC, and membership mix. The model reaches Month 7 breakeven, needs a $552K cash floor, and builds EBITDA from $0 to $4,219K by Year 5.\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\u003eCompare conservative, modeled, and upside owner income paths.\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\"\u003eLow Case\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\"\u003eBase Case\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\"\u003eHigh Case\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=\"Owner income stays thin until enrollment improves and reserves stay high.\"\u003eOwner income stays thin until enrollment improves and reserves stay high.\u003c\/td\u003e\n\u003ctd data-export-value=\"Owner income follows the modeled ramp and starts to open up after breakeven in Month 7.\"\u003eOwner income follows the modeled ramp and starts to open up after breakeven in Month 7.\u003c\/td\u003e\n\u003ctd data-export-value=\"Owner income improves faster when enrollment ramps early and more cash clears reserves.\"\u003eOwner income improves faster when enrollment ramps early and more cash clears reserves.\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=\"Revenue ramps slower than planned, CAC stays above $85, the mix skews to lower-fee memberships, and cash stays locked to protect the $552K floor.\"\u003eRevenue ramps slower than planned, CAC stays above $85, the mix skews to lower-fee memberships, and cash stays locked to protect the $552K floor.\u003c\/td\u003e\n\u003ctd data-export-value=\"Revenue runs from $987K in Year 1 to $7,018K in Year 5, EBITDA moves from $0 to $4,219K, and the $552K cash floor limits early distributions.\"\u003eRevenue runs from $987K in Year 1 to $7,018K in Year 5, EBITDA moves from $0 to $4,219K, and the $552K cash floor limits early distributions.\u003c\/td\u003e\n\u003ctd data-export-value=\"The practice gets a stronger family and employer mix, CAC trends toward $60, provider capacity scales sooner, and more EBITDA becomes available for distributions.\"\u003eThe practice gets a stronger family and employer mix, CAC trends toward $60, provider capacity scales sooner, and more EBITDA becomes available for distributions.\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 enrollment; CAC above $85; lower-fee mix; higher reserves; delayed distributions\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eSlower enrollment\u003c\/li\u003e\n\u003cli\u003eCAC above $85\u003c\/li\u003e\n\u003cli\u003elower-fee mix\u003c\/li\u003e\n\u003cli\u003ehigher reserves\u003c\/li\u003e\n\u003cli\u003edelayed distributions\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Modeled enrollment; Month 7 breakeven; EBITDA growth; $552K cash floor; 20-month payback\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eModeled enrollment\u003c\/li\u003e\n\u003cli\u003eMonth 7 breakeven\u003c\/li\u003e\n\u003cli\u003eEBITDA growth\u003c\/li\u003e\n\u003cli\u003e$552K cash floor\u003c\/li\u003e\n\u003cli\u003e20-month payback\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Faster enrollment; CAC near $60; stronger family\/employer mix; added provider capacity; earlier distributions\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eFaster enrollment\u003c\/li\u003e\n\u003cli\u003eCAC near $60\u003c\/li\u003e\n\u003cli\u003estronger family\/employer mix\u003c\/li\u003e\n\u003cli\u003eadded provider capacity\u003c\/li\u003e\n\u003cli\u003eearlier distributions\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=\"Minimal distribution pool\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eMinimal distribution pool\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLow Case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"Modeled draw path\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eModeled draw path\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase Case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"Expanded distribution pool\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003eExpanded distribution pool\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eHigh Case\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 test a slow start with tight cash and little owner payout.\"\u003eUse this to test a slow start with tight cash and little owner payout.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this as the working case for owner pay and cash timing.\"\u003eUse this as the working case for owner pay and cash timing.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside if growth outpaces the base plan and capacity expands sooner.\"\u003eUse this to test upside if growth outpaces the base plan and capacity expands sooner.\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 actual distributions.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49303715381491,"sku":"direct-primary-care-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/direct-primary-care-owner-makes.webp?v=1782680991","url":"https:\/\/financialmodelslab.com\/products\/direct-primary-care-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}