Accounting for medical and dental practices
Practice bookkeeping, staff payroll, and owner planning — handled by people who understand you're running two jobs.
A practice owner has two jobs. One is clinical. The other is running a small business with employees, a lease, equipment debt, and a tax bill. The second job gets whatever time is left, which is usually not much.
Practice finances also have a shape you don't see elsewhere. Revenue is produced today and collected weeks later, at a rate somebody else decides. Between the schedule and the deposit sits the whole insurance apparatus. If your books only record what landed in the bank, you're always looking at a picture that's a month or two stale.
We keep the practice books current, run the payroll, and — the part owners tend to value most — keep the practice's numbers and the owner's personal tax picture in the same conversation.
The real issue
The practice and the provider are two stories
A practice can look healthy while the owner's personal tax situation quietly goes sideways, usually through how compensation is set up. Or the reverse: the owner is comfortable while the practice hasn't set aside enough for the next equipment cycle.
Looking at both together is the whole advantage of using one firm. When the practice return and the personal return are prepared by people who've seen each other's work, planning is a real exercise rather than a filing task.
What we handle
- Practice bookkeeping and monthly financial reporting
- Payroll for clinical and administrative staff, plus quarterly and annual filings
- Owner compensation and entity-structure conversations
- Planning for equipment purchases and practice debt
- Coordinated business and personal tax preparation
- Reporting a lender or partner will accept without follow-up questions
FAQ
Questions we hear
Often the two work together well. A good office manager handles the day-to-day; we handle reconciliation, reporting, and the tax planning around it. That's usually a better use of everyone's time than asking one person to cover all of it.
Yes. Two providers usually means employees, payroll, equipment, and an entity — which is plenty of complexity. Size matters less than the number of moving parts.
Yes, and it's the better arrangement. Splitting them across firms is where planning opportunities tend to get lost.
Take the second job off your desk
Book a consultation and we'll look at how the practice and your personal picture fit together.