{"product_id":"physical-therapist-owner-makes","title":"How Much Does A Physical Therapist Owner Make? $120K-$362K Model","description":"\u003cbr\u003e\u003cdiv class=\"card_smpl\"\u003e\n\u003cp\u003eA physical therapist owner in this model can plan around \u003cstrong\u003e$120,000 of salary\u003c\/strong\u003e in the first year, with no supported profit draw because EBITDA is about -$100,900 after payroll, fixed costs, and visit-related expenses By the third year, modeled revenue reaches about $143 million, EBITDA reaches about $241,800, and owner pay capacity before taxes, debt, and reserves can reach about $361,800 if the owner is also the lead clinician These are researched assumptions, not guaranteed earnings Visits, payer mix, payroll, rent, billing fees, and reinvestment decide the real take-home\u003c\/p\u003e\n\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Physical Therapist\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Owner pay starts at the $120k lead PT salary and can reach $361.8k in Year 3 if profit is drawn; before taxes, debt, and reserves.\"\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=\"Owner pay starts at the $120k lead PT salary and can reach $361.8k in Year 3 if profit is drawn; before taxes, debt, and reserves.\"\u003e$120k–$361.8k\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Using EBITDA margin as the operating proxy, Years 1-3 run from -32% to 3%; it excludes taxes, debt service, and capex.\"\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=\"Using EBITDA margin as the operating proxy, Years 1-3 run from -32% to 3%; it excludes taxes, debt service, and capex.\"\u003e-32% to 3%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 3 annual revenue is $119,282 per month times 12; it's a model-based revenue base, not a guarantee.\"\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 3 annual revenue is $119,282 per month times 12; it's a model-based revenue base, not a guarantee.\"\u003e$1.43M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Heavy staffing, $329k minimum cash, and 59-month payback make this a hard build; results depend on visit capacity.\"\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 staffing, $329k minimum cash, and 59-month payback make this a hard build; results depend on visit capacity.\"\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 PT owner pay?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Physical Therapist Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Physical Therapist Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Physical Therapist 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 patient volume, payer mix, payroll, taxes, debt, and reserve needs.\"\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 collections from visits and payer mix in an average operating month, not an opening-month dip or a peak.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly collections from visits and payer mix in an average operating month, not an opening-month dip or a peak.\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 collections from visits and payer mix in an average operating month, not an opening-month dip or a peak.\" data-low=\"43880\" data-base=\"119282\" data-high=\"233268\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"119,282\"\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 visit-level costs like supplies and billing fees, before payroll and overhead.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after visit-level costs like supplies and billing fees, before payroll and overhead.\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 visit-level costs like supplies and billing fees, before payroll and overhead.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"85\" data-base=\"86\" data-high=\"88\" value=\"86\"\u003e\u003coutput\u003e86%\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 clinicians and support staff before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll for clinicians and support staff before owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll for clinicians and support staff before owner pay.\" data-low=\"36458\" data-base=\"73542\" data-high=\"108125\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"73,542\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly rent, utilities, cleaning, insurance, supplies, telecom, software, and professional fees.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly rent, utilities, cleaning, insurance, supplies, telecom, software, and professional fees.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Monthly rent, utilities, cleaning, insurance, supplies, telecom, software, and professional fees.\" data-low=\"9250\" data-base=\"9250\" data-high=\"9250\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"9,250\"\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 patient acquisition spend. Use 0 if demand is already full.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly patient acquisition spend. Use 0 if demand is already full.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly patient acquisition spend. Use 0 if demand is already full.\" data-low=\"2633\" data-base=\"5964\" data-high=\"9331\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"5,964\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payments. Use 0 if the clinic has no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payments. Use 0 if the clinic has no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\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. Use 0 if the clinic has 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 operating profit set aside for taxes before owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of operating profit set aside 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 operating profit set aside for taxes before owner pay.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"18\" data-base=\"20\" data-high=\"28\" 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 held back for equipment, growth, and cash cushion.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent held back for equipment, growth, and cash cushion.\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 held back for equipment, growth, and cash cushion.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" data-base=\"10\" data-high=\"14\" 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=\"Monthly owner pay goal used to calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly owner pay goal 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=\"Monthly owner pay goal used to calculate the target-pay gap.\" data-low=\"5000\" data-base=\"8000\" data-high=\"15000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"8,000\"\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$9,679\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\"\u003e8%\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$116K\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$1,679\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$116,142\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$13,827\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$4,148\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$1,679\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$119K\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: 86%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$103K\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: 74%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$88,756\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: 3%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$4,148\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: 8%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$9,679\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 patient volume, payer mix, payroll, taxes, debt, and reserve needs.\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 stress-test a Physical Therapist clinic financial model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eOpen the \u003ca href=\"\/products\/physical-therapist-financial-model\"\u003ePhysical Therapist Financial Model Template\u003c\/a\u003e to check revenue, EBITDA, owner salary, profit draw capacity, visits, utilization, payroll, and fixed costs. Assumptions cover therapist count, monthly treatments, price, capacity, COGS, marketing, EHR, wages, and rent; \u003cstrong\u003erevenue grows from $43,880 to $119,282 by Year 3\u003c\/strong\u003e. Start with the income guide, then use this as the next step.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner salary and draw\u003c\/li\u003e\n\u003cli\u003eRevenue, EBITDA, visits\u003c\/li\u003e\n\u003cli\u003eYear 3 growth case\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\/physical-therapist-financial-model-dashboard-financialmodelslab_3b3bae47-551f-40ce-ba7b-2d119f49ef03.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/physical-therapist-financial-model-dashboard-financialmodelslab_3b3bae47-551f-40ce-ba7b-2d119f49ef03.webp?width=500\" alt=\"Physical Therapist Financial Model dashboard summarizing key KPIs, runway, cash position and performance with a dynamic dashboard for investor-ready reporting and to close 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;\"\u003eDo physical therapy practice owners make more than staff PTs?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eNot always: in this Physical Therapist model, staff pay is \u003cstrong\u003e$85,000\u003c\/strong\u003e for a General Physical Therapist, \u003cstrong\u003e$95,000\u003c\/strong\u003e for a Specialized Physical Therapist, and \u003cstrong\u003e$120,000\u003c\/strong\u003e for a Clinic Director \/ Lead PT, while the owner only makes more if profit remains after payroll, overhead, billing, marketing, reserves, and debt; track that with \u003ca href=\"\/blogs\/kpi-metrics\/physical-therapist\"\u003eWhat Is The Most Critical Indicator Of Success For Your Physical Therapist Business?\u003c\/a\u003e. Year 1 EBITDA is about \u003cstrong\u003e-$100,900\u003c\/strong\u003e, so ownership adds risk before upside; by Year 3, EBITDA reaches about \u003cstrong\u003e$241,800\u003c\/strong\u003e.\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\u003eStaff Pay\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eGeneral Physical Therapist: \u003cstrong\u003e$85,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eSpecialized Physical Therapist: \u003cstrong\u003e$95,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eClinic Director \/ Lead PT: \u003cstrong\u003e$120,000\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eLower upside, lower operating risk\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\u003eOwner Upside\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eYear 1 EBITDA: \u003cstrong\u003e-$100,900\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eYear 3 EBITDA: \u003cstrong\u003e$241,800\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eProfit must clear all major costs\u003c\/li\u003e\n\u003cli\u003eUpside starts after the clinic stabilizes\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat is a good profit margin for a physical therapy clinic?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA good margin depends on whether you mean \u003cstrong\u003egross collections\u003c\/strong\u003e or \u003cstrong\u003eoperating profit\u003c\/strong\u003e; in this model, visit-related costs are \u003cstrong\u003e15%\u003c\/strong\u003e in Year 1, but payroll, rent, billing fees, no-shows, payer collections, and admin support can still push \u003cstrong\u003eEBITDA margin\u003c\/strong\u003e to \u003cstrong\u003e-192%\u003c\/strong\u003e. For startup cost context, see \u003ca href=\"\/blogs\/startup-costs\/physical-therapist\"\u003eHow Much Does It Cost To Open A Physical Therapist Business?\u003c\/a\u003e. By Year 3, the model reaches \u003cstrong\u003e975 visits per month\u003c\/strong\u003e and \u003cstrong\u003e$143 million\u003c\/strong\u003e revenue, with \u003cstrong\u003e169%\u003c\/strong\u003e EBITDA margin, so the real lever is overhead control.\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\u003eYear 1 economics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e15%\u003c\/strong\u003e visit-related costs\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e-192%\u003c\/strong\u003e EBITDA margin\u003c\/li\u003e\n\u003cli\u003ePayroll drives the gap\u003c\/li\u003e\n\u003cli\u003eBilling and no-shows matter\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\u003eYear 3 upside\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e975\u003c\/strong\u003e visits per month\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$143 million\u003c\/strong\u003e revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e169%\u003c\/strong\u003e EBITDA margin\u003c\/li\u003e\n\u003cli\u003eFixed costs get spread out\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 revenue does a physical therapy clinic need to pay the owner?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eA \u003cstrong\u003ePhysical Therapist\u003c\/strong\u003e clinic does not have one universal revenue target; it depends on the owner’s pay goal. With \u003cstrong\u003e$317,500\u003c\/strong\u003e in Year 1 non-owner payroll, \u003cstrong\u003e$111,000\u003c\/strong\u003e in fixed overhead, and \u003cstrong\u003e15%\u003c\/strong\u003e visit-related costs, the clinic needs about \u003cstrong\u003e$621,800\u003c\/strong\u003e in annual revenue to pay the owner \u003cstrong\u003e$100,000\u003c\/strong\u003e, or \u003cstrong\u003e$645,300\u003c\/strong\u003e for \u003cstrong\u003e$120,000\u003c\/strong\u003e. At about \u003cstrong\u003e$116.70 per visit\u003c\/strong\u003e, that works out to roughly \u003cstrong\u003e444 to 461 visits per month\u003c\/strong\u003e before reserves and debt.\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\u003eOwner pay math\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$100,000\u003c\/strong\u003e owner pay needs \u003cstrong\u003e$621,800\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$120,000\u003c\/strong\u003e owner pay needs \u003cstrong\u003e$645,300\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e15%\u003c\/strong\u003e visit costs scale with revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e0.85 × revenue\u003c\/strong\u003e covers the rest\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\u003eVolume check\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eAt \u003cstrong\u003e$116.70\u003c\/strong\u003e per visit, volume matters\u003c\/li\u003e\n\u003cli\u003eNeed about \u003cstrong\u003e444 to 461 visits monthly\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eThat is before reserves and debt\u003c\/li\u003e\n\u003cli\u003eHigher payroll means more visits to break even\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 to see the six PT income drivers?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the six main income driver cards.\"\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\u003eVisit Volume\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e376-975\/mo\u003c\/strong\u003e\u003cp\u003eAt 376-975 monthly visits, more appointments are the cleanest way to spread fixed costs and lift owner take-home.\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\u003eNet Price\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$110-$142\u003c\/strong\u003e\u003cp\u003eA $110-$142 treatment price raises cash per visit before supply, billing, and labor costs.\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\u003eClinician Utilization\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e60%-75%\u003c\/strong\u003e\u003cp\u003eAt 60%-75% early utilization, every empty hour is lost revenue, so schedule fill turns staff time into profit.\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\u003eFixed Overhead\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$9.25K\u003c\/strong\u003e\u003cp\u003eWith $9.25K of fixed overhead each month, rent, insurance, software, and admin hit EBITDA fast if volume slips.\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\u003eReferral Flow\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e6%-4%\u003c\/strong\u003e\u003cp\u003eBetter referrals and fewer no-shows can pull marketing spend from 6.0% toward 4.0% of revenue.\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\u003eOwner Role\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$663K\u003c\/strong\u003e\u003cp\u003eThe owner's mix of patient care and management decides how much of that Year 5 EBITDA turns into take-home.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003ePhysical Therapist Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePatient Volume And Capacity\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003ePatient Volume And Capacity\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePatient volume is the main revenue engine here.\u003c\/strong\u003e The model shows \u003cstrong\u003e376 monthly visits\u003c\/strong\u003e and \u003cstrong\u003e$43,880\u003c\/strong\u003e in monthly revenue in Year 1, then \u003cstrong\u003e975 visits\u003c\/strong\u003e and \u003cstrong\u003e$119,282\u003c\/strong\u003e by Year 3. That jump only helps if visits are actually completed and billed, because empty slots and late cancels still leave therapist payroll on the books.\u003c\/p\u003e\n    \u003cp\u003e\u003cstrong\u003eCapacity matters as much as demand.\u003c\/strong\u003e Several service lines rise from \u003cstrong\u003e60%\u003c\/strong\u003e to \u003cstrong\u003e75%\u003c\/strong\u003e capacity, so the owner’s income improves when the clinic fills more of each therapist’s schedule without adding the same level of labor cost. One clean rule: track billed visits, not booked appointments.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure Billed Visits Weekly\u003c\/h3\u003e\n      \u003cp\u003eTrack the gap between booked, completed, and billed visits every week. If cancellations rise, collections fall fast even when therapists are fully scheduled, so the clinic can look busy while cash stays weak. Here’s the quick math: \u003cstrong\u003e376 visits\u003c\/strong\u003e at \u003cstrong\u003e$43,880\u003c\/strong\u003e is far less cash than \u003cstrong\u003e975 visits\u003c\/strong\u003e at \u003cstrong\u003e$119,282\u003c\/strong\u003e, so small fill-rate gains matter.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eCompleted billed visits\u003c\/strong\u003e, not bookings\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eNo-show rate\u003c\/strong\u003e by therapist\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eSchedule fill rate\u003c\/strong\u003e by service line\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eCapacity\u003c\/strong\u003e at 60% and 75%\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eOpen slots\u003c\/strong\u003e left each week\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eIf capacity moves from \u003cstrong\u003e60%\u003c\/strong\u003e to \u003cstrong\u003e75%\u003c\/strong\u003e, revenue can rise without a matching jump in fixed cost, which improves cash flow and gives the owner more room to pay themselves. If slots stay open, payroll keeps running and margin gets 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 step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eNet Revenue Per Visit And Payer Mix\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eNet Revenue Per Visit\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eNet revenue per visit\u003c\/strong\u003e is what the clinic actually collects for each completed PT visit after denials and payment delays. Modeled treatment prices run from \u003cstrong\u003e$110\u003c\/strong\u003e for General PT in Year 1 to \u003cstrong\u003e$142\u003c\/strong\u003e for Pelvic Health in Year 5, but payer mix across \u003cstrong\u003eMedicare\u003c\/strong\u003e, \u003cstrong\u003ecommercial insurance\u003c\/strong\u003e, \u003cstrong\u003ecash pay\u003c\/strong\u003e, \u003cstrong\u003eworkers’ comp\u003c\/strong\u003e, and \u003cstrong\u003eself-pay\u003c\/strong\u003e decides what the owner really keeps.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: at \u003cstrong\u003e376 monthly visits\u003c\/strong\u003e, every \u003cstrong\u003e$5\u003c\/strong\u003e change in net collection per visit moves monthly revenue by about \u003cstrong\u003e$1,880\u003c\/strong\u003e (\u003cstrong\u003e376 × $5\u003c\/strong\u003e). That can change cash for payroll, rent, and owner draw fast, so listed prices are not reimbursement guarantees.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Collections By Payer\u003c\/h3\u003e\n      \u003cp\u003eMeasure \u003cstrong\u003ecollected revenue per completed billed visit\u003c\/strong\u003e by payer and service line, not just posted charges. Also track \u003cstrong\u003edenial rate\u003c\/strong\u003e, \u003cstrong\u003edays to collect\u003c\/strong\u003e, and \u003cstrong\u003ewrite-offs\u003c\/strong\u003e, because those are the gaps between a strong fee schedule and real cash.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eSplit collections by payer.\u003c\/li\u003e\n        \u003cli\u003eUse completed billed visits.\u003c\/li\u003e\n        \u003cli\u003eWatch denials and delays.\u003c\/li\u003e\n        \u003cli\u003eForecast owner draw monthly.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eIf Medicare or other lower-paying payers take a bigger share, net revenue per visit falls even when visit count holds. Tight claims work, cleaner authorizations, and payer-aware pricing protect profit and make owner pay more predictable.\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;\"\u003eClinician Productivity And Payroll Leverage\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row3\"\u003e\n    \u003ch3\u003ePayroll Leverage\u003c\/h3\u003e\n    \u003cp\u003ePayroll is the biggest cost, so owner pay rises only when completed visits grow faster than wages. With Year 1 wages at \u003cstrong\u003e$437,500\u003c\/strong\u003e—about \u003cstrong\u003e$36,458 per month\u003c\/strong\u003e—the clinic needs enough billed visits to cover therapists, assistants, admin, billing, and marketing before the owner sees much draw. If revenue stays flat, each new FTE lowers margin.\u003c\/p\u003e\n    \u003cp\u003eThis driver includes \u003cstrong\u003evisits per therapist per day\u003c\/strong\u003e, \u003cstrong\u003eutilization rate\u003c\/strong\u003e (paid time filled with visits), cancellations, and support staffing. Here’s the catch: a packed schedule that misses visits or uses unsafe productivity targets can still hurt collections and quality. At modeled Year 1 revenue of \u003cstrong\u003e$43,880 per month\u003c\/strong\u003e, wages alone absorb about \u003cstrong\u003e83%\u003c\/strong\u003e of annual revenue, so small inefficiencies hit cash fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row3\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Visits Per Paid Hour\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003ecompleted billed visits\u003c\/strong\u003e, not booked slots, then compare them to payroll each month. The best check is visits per therapist per day by provider, plus cancellation rate and no-show recovery. If visits do not rise faster than payroll, gross margin narrows and the owner’s take-home pay drops, even if the schedule looks full.\u003c\/p\u003e\n      \u003cp\u003eUse support staff to protect therapist time. Good admin, billing, and reminders can lift completed visits without forcing noncompliant quotas. Test staffing changes in small steps; if a new hire does not increase completed visits and collections, payroll leverage gets worse and cash flow tightens before the owner can pay themselves.\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;\"\u003eOverhead Cost Structure\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003eFixed Overhead Burn\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003e$9,250\u003c\/strong\u003e a month comes off the top before the first visit, so this clinic starts with a real cash hurdle. That fixed burn includes \u003cstrong\u003e$5,000 rent\u003c\/strong\u003e, \u003cstrong\u003e$1,200\u003c\/strong\u003e liability insurance, \u003cstrong\u003e$800\u003c\/strong\u003e utilities, \u003cstrong\u003e$700\u003c\/strong\u003e accounting and legal, \u003cstrong\u003e$600\u003c\/strong\u003e maintenance, \u003cstrong\u003e$400\u003c\/strong\u003e EHR, \u003cstrong\u003e$300\u003c\/strong\u003e supplies, and \u003cstrong\u003e$250\u003c\/strong\u003e telecom. One clean line: fixed overhead is paid whether the schedule is full or not.\u003c\/p\u003e\n    \u003cp\u003eHere’s the quick math: fixed overhead alone is \u003cstrong\u003e$111,000 a year\u003c\/strong\u003e. On top of that, Year 1 also carries visit-linked costs like \u003cstrong\u003e45% billing fees\u003c\/strong\u003e and \u003cstrong\u003e60% marketing\u003c\/strong\u003e, so owner take-home depends on both volume and collection quality. If completed visits slip, overhead stays put and profit drops fast.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eSeparate Fixed Burn From Visit Costs\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003efixed overhead\u003c\/strong\u003e and \u003cstrong\u003evisit-linked costs\u003c\/strong\u003e in different buckets. Fixed burn should stay near \u003cstrong\u003e$9,250\u003c\/strong\u003e unless rent, insurance, or software changes. Billing fees and marketing should be tied to collected revenue, not booked visits, so you can see the real margin after denials, delays, and no-shows.\u003c\/p\u003e\n      \u003cp\u003eUse a simple monthly check: \u003cstrong\u003ecompleted billed visits\u003c\/strong\u003e, collected revenue, billing fee dollars, and marketing dollars. If volume rises but owner pay does not, the issue is usually overhead absorption, not demand. Keep one eye on rent and insurance, but make sure variable spend scales with actual collections.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eWatch fixed burn monthly.\u003c\/li\u003e\n        \u003cli\u003eTrack collected, not booked visits.\u003c\/li\u003e\n        \u003cli\u003eSeparate billing fees from rent.\u003c\/li\u003e\n        \u003cli\u003eCap marketing to revenue.\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;\"\u003eReferrals, Retention, And No-Shows\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row5\"\u003e\n\u003ch3\u003eReferrals, Retention, No-Shows\u003c\/h3\u003e\n\u003cp\u003eThis driver is about how ma\nny \u003cstrong\u003ecompleted billed visits\u003c\/strong\u003e you actually collect from direct access, physician referrals, online reviews, and repeat patients. In Year 1, the model needs about \u003cstrong\u003e461 visits per month\u003c\/strong\u003e to cover payroll, fixed overhead, and \u003cstrong\u003e15% visit costs\u003c\/strong\u003e, but it starts at \u003cstrong\u003e376\u003c\/strong\u003e. That gap matters because payroll and rent still hit even when visits cancel.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row5\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Completed Visits First\u003c\/h3\u003e\n\u003cp\u003eMeasure \u003cstrong\u003ebooked visits\u003c\/strong\u003e, \u003cstrong\u003ecompleted visits\u003c\/strong\u003e, and \u003cstrong\u003eno-show rate\u003c\/strong\u003e every week, then split them by referral source. If the schedule fills but visits don’t happen, cash flow drops fast and owner pay gets squeezed. One clean rule: \u003cstrong\u003efilled schedules do not pay bills; completed visits do\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack booked-to-completed visits.\u003c\/li\u003e\n\u003cli\u003eCount referrals by source.\u003c\/li\u003e\n\u003cli\u003eWatch plan completion rates.\u003c\/li\u003e\n\u003cli\u003eCall to reduce no-shows fast.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eHere’s the quick math: at \u003cstrong\u003e376\u003c\/strong\u003e visits, you are about \u003cstrong\u003e85 visits\u003c\/strong\u003e short of break-even. Better retention and fewer no-shows move you toward that line without adding rent or payroll, while weak referral flow or poor follow-up pushes owner income down even if the clinic looks busy.\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;\"\u003eOwner Role And Scale\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eOwner Clinical Hours\u003c\/h3\u003e\n    \u003cp\u003eIf the owner is also the Clinic Director \/ Lead PT at \u003cstrong\u003e$120,000\u003c\/strong\u003e, those clinical hours can cover early payroll and help fund take-home pay before the schedule is full. The catch is simple: owner hours only help if completed billed visits stay ahead of labor and fixed overhead, not just booked slots.\u003c\/p\u003e\n    \u003cp\u003eScale adds capacity, but it also adds risk. By Year 3, the plan reaches \u003cstrong\u003e4 General PTs\u003c\/strong\u003e, \u003cstrong\u003e2 Specialized Ortho\u003c\/strong\u003e, \u003cstrong\u003e1 Sports Rehab\u003c\/strong\u003e, \u003cstrong\u003e1 Pelvic Health\u003c\/strong\u003e, and \u003cstrong\u003e1 Pediatric PT\u003c\/strong\u003e. That can raise revenue, but it also brings more payroll, billing, hiring, and cash-flow pressure, so scale is a choice, not an automatic win.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eMeasure Hours Against Collected Visits\u003c\/h3\u003e\n      \u003cp\u003eTrack \u003cstrong\u003ecompleted billed visits per owner hour\u003c\/strong\u003e, plus utilization, cancellations, and collections per visit. Those inputs tell you whether the owner’s clinical time is producing enough cash to support salary, staff payroll, and overhead.\u003c\/p\u003e\n      \u003cp\u003eUse the forecast to test each hire or specialty. If added therapists do not lift collected revenue faster than payroll and billing load, owner pay gets squeezed. One clean rule: grow only when the extra clinician’s visits can cover their pay and the support cost around them.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack completed visits, not booked slots.\u003c\/li\u003e\n        \u003cli\u003eWatch no-shows and open gaps weekly.\u003c\/li\u003e\n        \u003cli\u003eCompare revenue added to payroll added.\u003c\/li\u003e\n        \u003cli\u003eStress-test cash before adding specialties.\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 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 PT owner income scenarios\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Physical Therapist Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Physical Therapist Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts.\"\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\"\u003eYear 1 and Year 2 still run negative EBITDA, so owner income stays close to salary. By Year 3, higher visit volume can start supporting a real draw.\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 salary-only, tight-cash, and upside owner pay cases.\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=\"This is the thin-cash opening case, so owner income is basically salary only.\"\u003eThis is the thin-cash opening case, so owner income is basically salary only.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the Year 2 case, where volume improves but owner income is still tight.\"\u003eThis is the Year 2 case, where volume improves but owner income is still tight.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger Year 3 case, where higher volume starts to support owner draw.\"\u003eThis is the stronger Year 3 case, where higher volume starts to support owner draw.\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=\"Year 1 runs about 376 visits a month, $526,560 in annual revenue, and negative EBITDA, so there is no profit draw.\"\u003eYear 1 runs about 376 visits a month, $526,560 in annual revenue, and negative EBITDA, so there is no profit draw.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 2 reaches about 604 visits a month, $864,957 in annual revenue, and EBITDA is still negative, so salary stays the main owner pay.\"\u003eYear 2 reaches about 604 visits a month, $864,957 in annual revenue, and EBITDA is still negative, so salary stays the main owner pay.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 3 reaches about 975 visits a month, about $1.43M in annual revenue, and positive EBITDA, so owner pay can rise above salary.\"\u003eYear 3 reaches about 975 visits a month, about $1.43M in annual revenue, and positive EBITDA, so owner pay can rise above salary.\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=\"376 visits\/month; $526,560 revenue; negative EBITDA; fixed payroll load; no profit draw\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e376 visits\/month\u003c\/li\u003e\n\u003cli\u003e$526,560 revenue\u003c\/li\u003e\n\u003cli\u003enegative EBITDA\u003c\/li\u003e\n\u003cli\u003efixed payroll load\u003c\/li\u003e\n\u003cli\u003eno profit draw\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"604 visits\/month; $864,957 revenue; negative EBITDA; growing staffing; tight cash\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e604 visits\/month\u003c\/li\u003e\n\u003cli\u003e$864,957 revenue\u003c\/li\u003e\n\u003cli\u003enegative EBITDA\u003c\/li\u003e\n\u003cli\u003egrowing staffing\u003c\/li\u003e\n\u003cli\u003etight cash\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"975 visits\/month; $1.43M revenue; positive EBITDA; higher capacity; owner draw\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003e975 visits\/month\u003c\/li\u003e\n\u003cli\u003e$1.43M revenue\u003c\/li\u003e\n\u003cli\u003epositive EBITDA\u003c\/li\u003e\n\u003cli\u003ehigher capacity\u003c\/li\u003e\n\u003cli\u003eowner draw\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=\"$120,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$120,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eLow case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$120,000\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$120,000\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eBase case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$361,800\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$361,800\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 if you want to stress-test launch-year pay when the clinic is still loss-making.\"\u003eUse this if you want to stress-test launch-year pay when the clinic is still loss-making.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this for a more normal early operating year with no profit draw yet.\"\u003eUse this for a more normal early operating year with no profit draw yet.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside pay if volume, pricing, and staffing all hold together.\"\u003eUse this to test upside pay if volume, pricing, and staffing all hold together.\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 These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution forecasts.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49304180424947,"sku":"physical-therapist-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/physical-therapist-owner-makes.webp?v=1782689404","url":"https:\/\/financialmodelslab.com\/products\/physical-therapist-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}