Operations Management & Transaction Advisory
Know your business.
We’ll help build what comes next.
We measure how your business performs, find what holds it back, and do the operating, growth or transaction work it needs. You keep ownership and clinical authority.
and advised
See what we see
Before we ask for financials, let's start with what the market can already see.
Enter your business website and we'll take a look from the outside.
No financial information required.
The XpoNential Business Systems
We measure the whole business.
Our published framework covers eleven systems. We measure the business against that standard, then compare what we find with client experience and available industry data. That helps us set the order of work.
Different businesses. Same system.
Every business runs on the same eleven systems. What sits inside them changes with the business.
The eleven define the operating machine. The subsystems inside each one define the work. At the center are four fundamentals every business has to manage. They are People, Process, Product, and Profit.
Measure first
Nothing gets prescribed before something gets measured.
01
Take the free assessment.
Check the statements that are true today, three for each system. See where you may need a closer look.
02
Review the whole business.
The Comprehensive Practice Review tests the financial and operating gaps, estimates what they cost and sets the order of work.
03
Do the work that follows.
We build the plan, run the operations or represent the owner through a transaction, based on what the Review finds.
What the Review looks like
This is the executive summary from a Comprehensive Practice Review. One page reads the whole practice, and every line carries a number, a cause and an action. See what the Review covers →
Comprehensive Practice ReviewSample Practice
Vitals, Triage, Prognosis
A sound practice with $212,000 a year it is not keeping.
Revenue grew 6.2 percent on the prior year and the books tie to the bank. Margin is healthy and debt is falling. Three gains in hygiene and three savings in vendor spend are worth about $212,000 a year, and none of it asks the team to do more with less.
| Number | Cause | Action |
|---|---|---|
| Gains$138kAfter estimated variable expenses tied to growth | ||
| $64kRecare | Fourteen hygiene hours sit open each week while 412 adults are overdue for recall. | Fill the open hours from the overdue list before adding a hygienist. |
| $41kHygiene services | Preventive and periodontal services reach fewer patients than the practice’s own protocol calls for. | Measure each service against the protocol every month and report it by provider. |
| $33kFees | Exam and hygiene fees sit below the middle of the local market, and two payer schedules have not been reviewed in years. | Reset the fee schedule and review participation with both payers. |
| Savings$74kDollars the practice can stop spending | ||
| $31kLab and supply | Lab and supply spend ran above the range for a practice this size, with one vendor carrying most of it. | Use the concentration to negotiate price and terms before switching vendors. |
| $24kProfessional fees and outside services | Legal, accounting and outside service fees include work that overlaps or is no longer used. | Rebid the accounting scope and end the contracts nobody is using. |
| $19kSoftware, subscriptions, office supplies and payroll fees | The practice pays for eleven subscriptions and two payroll add-ons, and several do the same job. | Keep one of each, cancel the rest and move office supplies to one account. |
| Gains plus savings$212kThe priced gap, a year | ||
The practice is healthy and it is leaving money in the hygiene schedule and in its vendor contracts. The first ninety days go to recall and the three vendor reviews, and payroll is not part of the plan.
What we do
Management when the business needs operating capacity.
Transaction expertise when ownership changes.
Measure & Prioritize
See where the business stands, what the gaps cost and which changes should come first.
See the Practice Review →
Operate
Bring in an accountable operating partner to lead the work, support the team and keep priorities moving. Growth, new locations and associate ownership get built from here.
See Operations Management →
Grow & Transition
Evaluate, structure and execute acquisitions, partnerships, buy-ins, buy-outs and exits with an operating understanding of the business behind the deal.
See growth and transition services →Where XpoNential fits
You keep the practice. We install the operating layer around the business.
You keep ownership and clinical authority. XpoNential takes responsibility for the agreed operating work.
We connect the people, numbers and operating decisions so the business can grow without every problem landing on the owner.
- Practice Operations
- Growth & Business Performance
- Revenue Cycle & Finance
- People & Organizational Performance
- Systems & Execution
Clinical judgment and patient care remain with the licensed clinician.
Five stages
Start where you are.
Every engagement runs on the same standard. Most owners start with a measurement, and each stage builds on what it finds.
Measure
Measure the whole business against one published standard.
Prioritize
Decide what matters most for the business and for the life it funds.
Operate
Run the business side on a fixed weekly, monthly and quarterly cadence.
Grow
Add locations, providers and partners on the same standard.
Transition
Strengthen value and change ownership when you choose to.
Buying your first practice? Buy-Side Representation runs the same stages on the practice you are buying.
The questions everybody asks
Fair questions. Straight answers.
What does XpoNential Management do?
XpoNential runs the business side of an independent healthcare practice and represents owners when ownership changes. That covers practice reviews, planning, operations management, buying, selling, and associate buy-ins.
Who does XpoNential work with?
We work with independent owners in dentistry, veterinary medicine, chiropractic care and med spas. Some own one location. Others run a small group.
Does XpoNential take equity in my practice?
No. You keep ownership and clinical authority. Our management work has an agreed scope, term and fee.
What is my practice worth?
The Practice Value Tool gives you an indicative range in about four minutes. A Comprehensive Practice Review gives you a deeper analysis of the business and its value.
Where do most owners start?
With a thirty-minute conversation. Owners who want an initial view of their operating gaps can also take the free Systems Assessment.
What is the XpoNential Business Systems framework?
It is our published standard for examining an owner-led business. It covers eleven systems. We use client experience and available industry data to put findings in context. You can read the full framework online.
Where to start
Start with a measurement, or start with a conversation.
The assessment takes a few minutes and costs nothing. The call is thirty minutes with no obligation.