Do You Know If Your Practice Is Profitable, Utilised and Scalable?
Most Allied Health practice owners know they are busy. But busy is not the same as profitable. KPI benchmarking gives you the numbers that actually matter — and shows you where the gaps are before they become problems.
Revenue Per Clinician
Total revenue divided by the number of full-time equivalent clinicians. The baseline measure of productivity and capacity utilisation.
Practitioner Utilisation Rate
Billable hours as a percentage of available hours. The single most important operational KPI in an Allied Health practice.
Gross Profit Margin
Revenue minus direct clinician costs. Tells you whether your service model is commercially viable before overhead is applied.
Net Profit Margin
What the practice actually earns after all costs. The true measure of commercial performance and the foundation of enterprise value.
Debtor Days
How long it takes to collect revenue after it is earned. High debtor days create cash flow pressure even in profitable practices.
NDIS Revenue Concentration
NDIS revenue as a percentage of total revenue. High concentration is a risk factor for cash flow, valuation and business model resilience.
Owner Dependence Score
How much of the practice's revenue, relationships and decisions depend on the owner being present. The most underestimated valuation driver.
Referral Source Concentration
The percentage of revenue from your top three referral sources. Concentration creates fragility. Diversification creates resilience.
Cash Flow Consistency
Monthly cash flow variance and the gap between reported profit and actual cash in the bank. Profit is an opinion. Cash is a fact.
Utilisation: The Hidden Profit Driver
The gap between available hours and billable hours is where profit is lost. Most Allied Health practices do not measure this properly. A 10% improvement in utilisation across a 5-clinician practice can add $80,000–$150,000 in revenue without adding a single new patient.
The CARE Framework starts here — with Clarity over your utilisation numbers — because you cannot improve what you cannot see.
Improvement in utilisation across 5 clinicians can add $80k–$150k in revenue without adding new patients
| KPI | Strong Performance | Needs Attention | At Risk |
|---|---|---|---|
| Clinician Utilisation | 75%+ | 60–74% | Below 60% |
| Gross Profit Margin | 55%+ | 45–54% | Below 45% |
| Net Profit Margin | 20%+ | 12–19% | Below 12% |
| Debtor Days | Under 20 days | 20–35 days | Over 35 days |
| NDIS Revenue Concentration | Under 40% | 40–60% | Over 60% |
| Owner Dependence | Low — practice runs without owner | Medium — owner involved in key decisions | High — practice stops without owner |
Find Out Where Your Practice Sits Against These Benchmarks
Book a complimentary 30-minute CARE Assessment and get a clear picture of your key numbers — and what to do to improve them.
