Medical Practices

    Practice accounting that reads like a chart.

    Reimbursements, provider comp, and compliance-aware reporting for physicians and healthcare groups. Clean books every month.

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    Books closed by the 15th at the latest
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    All fifty states covered
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    Day assessment, keep the deliverables
    What we solve

    Where practices need real clarity.

    Revenue cycle

    Insurance reimbursements, patient collections, and complex payer mix, tracked cleanly.

    Compliance

    HIPAA, Stark Law, Anti-Kickback, and related regulatory considerations.

    Provider compensation

    Physician pay structures, productivity bonuses, and partnership distributions.

    Practice valuation

    Understanding practice worth for buy-ins, buy-outs, and succession planning.

    Two ways this year can go

    Same business. Same twelve months. Different ending.

    If nothing changes

    What loose books cost a practice

    • Provider comp models balanced by hand, and partners quietly wondering if the split is right.
    • Payer deposits posted as revenue with no eye on contractual adjustments, so the P&L flatters you.
    • Multi-location numbers blended together, hiding the location that is losing money.
    With WAYG on it

    What a calm month feels like

    • Comp models computed from the books, on schedule, with nothing to argue about.
    • Clean location-level reporting, so you fix the underperformer instead of subsidizing it.
    • Audit-tidy records, because in healthcare the paper trail is part of the practice.

    The fourteen-day assessment costs nothing and you keep every deliverable either way. The only thing at risk is another year of the left column.

    Free assessment

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    What we do

    The full practice stack.

    Books, payroll, provider compensation, and tax planning, all in one team.

    • Practice management financial reporting
    • Insurance reimbursement tracking
    • Provider compensation analysis
    • Multi-entity consolidation
    • Payroll for clinical and admin staff
    • Accounts payable management
    • Monthly financial statements
    • Quarterly tax planning
    • Cash flow forecasting
    • Practice valuation support

    What you get, every plan

    • Books closed on your plan's schedule, every month.
    • All fifty states covered.
    • Open seven days a week.
    • 14 days. No card. Keep the deliverables.
    The detail, if you want it

    Written for medical practices, not a brochure.

    Nothing below is a summary. Each position names the section it rests on, so open only what applies to you.

    01What quietly costs you money5 we find most

    None of these are exotic. They are the ones we find most often when we open a new set of books.

    1. 01

      Booking gross charges as revenue instead of net expected reimbursement

      The practice management system posts the full fee schedule charge when the claim goes out. If the bookkeeper imports that number as revenue and posts the contractual adjustment only when the remittance arrives weeks later, revenue and accounts receivable are both inflated in the month the work was done and corrected in a later month.

      Your P&L shows a month that never happened, your AR contains dollars no payor ever intended to send, and any ratio built on revenue, overhead percentage, payroll percentage, provider production, is wrong. Owners make hiring and equipment decisions off it. The correction usually surfaces at year end as a large write off that looks like a bad quarter rather than a bookkeeping method problem.

    2. 02

      Running the practice off cash basis books when 45 days of payor float sits in the middle

      Cash basis is usually the right method for the tax return, so the books get kept that way and nobody builds a second view. But cash basis records revenue on the deposit date, so a strong clinical month lands on the P&L in the following month, and a slow month is masked by collections from the prior one.

      You are always reading the business one payment cycle behind. A production slowdown, a credentialing lapse, a payor slow paying, or a denial spike does not show up in the numbers for six to eight weeks, which is exactly the window in which it is cheap to fix. The tax return can stay on cash basis. The management report should not be the same report.

    3. 03

      Treating payor recoupments as a smaller deposit rather than as a liability

      When a payor decides it overpaid on old claims, it does not send an invoice. It withholds from your next remittances. The bank shows a smaller deposit and the bookkeeper records revenue equal to the deposit.

      Revenue is understated in the recoupment months, the underlying takeback is never recorded, quantified, or appealed, and nobody ever asks whether the recoupment was even valid. Practices lose the appeal window because the event was booked as a slow week. The mechanically correct treatment is to record the gross remittance and the recoupment separately from the 835 detail so the amount is visible and disputable.

    4. 04

      Ignoring controlled group and affiliated service group rules when the owner has more than one entity

      A physician or dentist rarely owns one thing. There is the practice, often a building LLC, sometimes a surgery center interest, a second location, a management company, or a spouse who owns another business. Retirement plan testing under sections 414(b), 414(c), and 414(m) looks through all of it, and the affiliated service group rules in 414(m) were written with professional practices specifically in view.

      A plan you believed was passing coverage and nondiscrimination testing is aggregated with employees you never counted. The result can be required corrective contributions for staff at the other entity, a plan disqualification exposure, and correction through the IRS Employee Plans Compliance Resolution System. Owners find this out during a plan audit or a merger, years after the contributions were taken as deductions.

    5. 05

      Structuring the building rent and the associate agreement without checking what they do to tax and to referral law

      Two very different rulebooks land on the same two documents. On the tax side, rent paid by the practice to an LLC the owner also controls is self rental, and under Reg. 1.199A-5(c)(2) a business that provides property or services to a specified service trade or business with 50 percent or more common ownership is itself treated as a specified service trade or business to the extent of what it provides. On the compliance side, tying an associate's pay to ancillary services or to referrals runs straight into the Stark group practice compensation rules in 42 CFR 411.352(i).

      On tax, owners who shifted income into a rent LLC expecting a clean qualified business income deduction on the rent find that the rent carries the same specified service taint and phases out with everything else. On compliance, a productivity formula that credits an associate for imaging, labs, or other designated health services they did not personally perform can put the whole compensation arrangement outside the group practice definition. In Florida there is a state layer on top of that in the Patient Brokering Act, Fla. Stat. 817.505.

    02The numbers your business actually runs on6 to know cold

    Days in accounts receivable

    Total accounts receivable divided by average daily net charges. It measures how many days of work you are financing on behalf of payors and patients.

    It moves on credentialing gaps, clearinghouse rejections, front desk eligibility capture, and payor behavior. A jump of a week usually traces to one specific payor or one specific coder, and it is findable within a day if the AR is aged by payor rather than in total.

    How to read it

    A 30 to 40 day range is a common rule of thumb rather than a published statistic, and we are not citing it as one. The number that actually matters is your own direction and stability month over month.

    Percentage of accounts receivable over 90 days

    The share of open AR that has aged past 90 days from date of service, aged by payor class rather than lumped together.

    Claims age past payor timely filing limits and become permanently uncollectible. This is the single line that tells you whether your billing function is working or is quietly writing off your revenue by inaction.

    How to read it

    Keeping this under roughly 15 to 20 percent is a working rule of thumb, not survey data, and we present it that way. Aged commercial balances behave very differently from aged patient balances, so the two should never be read as one number.

    Net collection rate

    Payments received divided by net charges, meaning charges after contractual adjustments. It answers a narrow question: of the money you were actually entitled to under your contracts, how much did you get.

    It separates a rate problem from a collections problem. Low net to gross means your contracts are bad. A low net collection rate means you are not collecting money you already negotiated the right to, which is denials, appeals not worked, and patient balances abandoned.

    How to read it

    This is the closest thing to a scoreboard for the billing function. The mid nineties figure people quote is a rule of thumb passed around the industry rather than a benchmark we are citing to a source, so treat a persistent gap as revenue to go and work rather than as a market condition to accept.

    Net to gross ratio, also called the contractual adjustment rate

    Net expected reimbursement divided by gross charges, tracked by payor and by procedure code.

    It is the number that tells you what a payor contract is really worth, which is the only defensible basis for deciding whether to renegotiate, stay in network, or drop a plan. Practices that do not track it argue about volume when the problem is rate.

    How to read it

    There is no universal target because it is entirely a function of your contracts and your payor mix. What matters is that you know it per payor and that it does not drift without a contract change.

    Overhead percentage

    Total operating expense excluding owner compensation, divided by collections. Read it as a whole and then split by category: staff payroll and burden, occupancy, clinical supplies and lab, and everything else.

    Owner take home is collections minus overhead. Every conversation about associate hiring, a second operatory, or a new location is really a question about which direction this line goes and how long it stays there.

    How to read it

    It varies widely by specialty and by whether the practice owns real estate, so a single benchmark number is close to useless. The useful comparison is your own practice against its own trailing twelve months, with owner compensation held out consistently.

    Provider production and compensation per work RVU

    For medical practices, work relative value units produced by each provider and total compensation divided by those units. Dental practices run the equivalent on production per provider day and hygiene production as a share of total production.

    It is the only clean way to compare providers who see different payor mixes, and it is what associate compensation models, buy in valuations, and partner distributions all eventually get argued over.

    How to read it

    Compensation per unit is the number to hold steady. Whether a given rate is right depends on specialty and market. Specialty compensation surveys exist and groups do reference them, and we will work from whichever one you subscribe to rather than quote a figure at you here.

    03Where the tax work is5 positions

    Each one names the section it rests on and who is allowed to perform it.

    Section 199A and the specified service trade or business problem

    IRC 199A(d)(2); Reg. 1.199A-5(c)(1) and (c)(2); Rev. Proc. 2025-32 (2026 amounts); Rev. Proc. 2024-40 (2025 amounts)

    Health is named as a specified service trade or business under section 199A(d)(2), so the qualified business income deduction phases out entirely once taxable income clears the threshold plus the phase in range.

    Read the full position, 282 more words

    For 2026 the threshold amounts are $201,750 single, head of household and qualifying surviving spouse, and $403,500 married filing jointly, with a phase in range of $75,000 and $150,000, which means the deduction on practice income is gone at $276,750 and $553,500.

    The One Big Beautiful Bill Act widened that range from $50,000 and $100,000 for tax years beginning after December 31, 2025, and made the deduction permanent by repealing the sunset that was scheduled to end it. If you are still working a 2025 return on extension, the 2025 thresholds are $197,300 and $394,600 with the old $50,000 and $100,000 range.

    The planning work is honest about what it can and cannot do. It is about managing taxable income into the range where any deduction survives, and about correctly separating any genuinely non specified activity. Two things do not work. The crack and pack strategy of splitting out an administrative entity was addressed directly in the regulations.

    And moving rent into a commonly owned LLC does not escape the taint, because Reg. 1.199A-5(c)(2) treats a business that provides property or services to a specified service trade or business with 50 percent or more common ownership, counting indirect and related party ownership under sections 267(b) and 707(b), as itself a specified service trade or business to the extent of what it provides.

    The de minimis rule in Reg. 1.199A-5(c)(1) can matter for a genuinely mixed business, such as a practice with a substantial retail or product line. It requires less than 10 percent of gross receipts to be attributable to the specified service activity where gross receipts are $25 million or less, and less than 5 percent where they exceed $25 million.

    Who does it: In house

    Cash method for tax, accrual view for management

    IRC 448(b)(2); IRC 448(d)(2)

    A professional corporation providing health services can be a qualified personal service corporation, which section 448(b)(2) exempts outright from the accrual method requirement in section 448 regardless of gross receipts. Section 448(d)(2) sets two tests, not one. The function test asks whether substantially all activities involve services in the field of health.

    Read the full position, 147 more words

    The ownership test asks whether substantially all the stock is held by employees performing those services, retirees, their estates, or people who acquired it by reason of death within the prior two years, so a practice with an outside investor can fail it.

    In practice most practices are also under the section 448 gross receipts threshold anyway, so cash basis is available by more than one route. Either way it is worth confirming rather than assuming. Cash basis defers tax on receivables you have not collected, which is why most practices should use it. That is a tax election, not a management decision.

    We keep the tax return on cash basis and produce a parallel accrual view of the same months, with revenue at net expected reimbursement and a properly stated receivable, so you manage on when the work happened and file on when the money arrived.

    Who does it: In house

    Equipment, buildout, and the order in which you claim depreciation

    IRC 179(b)(1), (b)(2) and (b)(3); IRC 168(k); IRC 168(e)(6); Rev. Proc. 2025-32

    For 2026 the section 179 expensing limit is $2,560,000 with the dollar for dollar phase down beginning at $4,090,000 of qualifying property placed in service and the deduction fully gone at $6,650,000. For 2025 the figures were $2,500,000 and $4,000,000. That ceiling is more than almost any practice will ever need, so the binding constraint is not the cap.

    Read the full position, 306 more words

    It is that section 179 is limited to taxable income from the active conduct of the trade or business under section 179(b)(3), so a chair, a CBCT unit, or a laser bought in a year that will not produce enough income simply carries forward.

    One hundred percent bonus depreciation under section 168(k) carries no such income limit and can create or increase a net operating loss, so for a practice in a buildout year or a first year of operation the order of the elections matters more than the size of them.

    One date governs whether you get the full 100 percent: under the One Big Beautiful Bill Act the 100 percent rate applies to qualified property acquired after January 19, 2025, and acquisition date is generally the date a written binding contract was entered into, not the date the equipment arrived.

    Property under a binding contract signed before that date sits on the old phase down schedule, which is where owners get surprised. Leasehold improvements to the interior of a nonresidential building generally qualify as qualified improvement property with a 15 year recovery period under section 168(e)(6) and are bonus eligible, which is where most dental and surgical buildouts live.

    The definition has real exclusions worth checking before you rely on it: the improvement must be to the interior portion of the building and placed in service after the building was first placed in service, and enlargement of the building, elevators and escalators, and the internal structural framework are all outside it.

    If you own the building rather than lease it, a cost segregation study is what separates the shorter life components out of an otherwise 39 year building. Note also that the clean vehicle credits terminated for vehicles acquired after September 30, 2025, so a practice vehicle purchase is now a depreciation question only.

    Who does it: In house, with cost segregation studies coordinated through the partner network

    Retirement plan design for owners with real income, and the testing that has to survive it

    IRC 415(b) and (c); IRC 414(b), 414(c), 414(m); ERISA 4021(b)(13); SECURE 2.0 Act sec. 603; IRC 3121(a); Form 5500

    For a high earning owner, a 401(k) alone is a rounding error.

    Read the full position, 321 more words

    The structures worth modeling are a safe harbor 401(k) paired with a cross tested or new comparability profit sharing allocation, and above that a cash balance plan, which is a defined benefit plan and allows contribution levels well beyond the defined contribution annual additions limit in section 415(c) because it is governed by the benefit limit in 415(b) instead.

    A cash balance plan requires an enrolled actuary, an annual actuarial valuation, and a Form 5500 filing. On PBGC coverage, ERISA 4021(b)(13) exempts a plan established and maintained by a professional service employer, and the condition is stricter than people assume: the plan must never have had more than 25 active participants at any time after September 2, 1974.

    Cross that line once and the plan stays covered even if headcount later falls back below 26. Two things have to be tested honestly before any of this is designed. First, whether the owner controls other entities, because sections 414(b), 414(c), and 414(m) will aggregate them and the affiliated service group rules in 414(m) were aimed squarely at professional practices.

    Second, the SECURE 2.0 section 603 catch up rule, which requires catch up contributions to be made as Roth for participants whose prior year FICA wages from the sponsoring employer exceeded a threshold set at a $145,000 base and indexed from there.

    FICA wages here means Social Security wages under section 3121(a), Box 3 of the Form W-2, not Medicare wages in Box 5, and the distinction changes the answer for some owners.

    The indexed figure for the year in question and your plan's implementation date both need to be confirmed against the final regulations before anyone relies on them, and we will confirm them rather than quote them from memory.

    Partners taking self employment income rather than FICA wages sit outside that rule entirely, which is one more reason entity form and how the owner is paid have to be decided together.

    Who does it: In house for modeling and the tax side, with the actuary, plan document, and third party administration coordinated through the partner network

    Buy in, buy out, and what the paperwork does to both sides

    IRC 754 and 743(b); IRC 736; IRC 302; IRC 197; IRC 1374; Form 8594

    When a new partner buys into a partnership or an LLC taxed as one, a section 754 election lets the incoming partner take a section 743(b) basis adjustment for their share of the practice assets, which is often the difference between amortizing what they paid and getting nothing for it. Without the election, the buyer pays for goodwill and deducts none of it.

    Read the full position, 178 more words

    On the way out, payments to a retiring or deceased partner fall under section 736 and the split between payments for their interest in partnership property and other payments changes the character and the timing for both sides, so it is negotiated, not discovered afterward.

    Where a practice is a corporation, the choice between a redemption under section 302 and a cross purchase between shareholders produces very different basis outcomes for the remaining owners. In an asset sale of a practice, both buyer and seller file Form 8594 and the allocations must be consistent, and purchased goodwill and going concern value amortize over 15 years under section 197.

    Personal goodwill, meaning goodwill attached to the individual rather than the entity, is a real position in some practice sales and a badly documented one in many.

    Any of these that touch a C corporation history need the section 1374 built in gains tax checked before anything is signed, because the recognition period runs five years from the S election and selling inside it changes the arithmetic for the seller.

    Who does it: In house for the tax analysis and the returns, with valuation and the legal documents coordinated through the partner network

    Questions

    Medical practice questions.

    Do you understand healthcare-specific accounting?

    Yes, we specialize in medical practice accounting. We understand revenue recognition for insurance reimbursements, the nuances of provider compensation, and the regulatory considerations that affect financial reporting.

    Can you help with physician compensation structures?

    Absolutely. We help practices design and administer physician compensation plans that align with fair market value requirements and practice goals, including productivity-based, collections-based, and hybrid models.

    Do you support practice acquisitions or sales?

    Yes. We provide financial statement preparation, practice valuation support, and due diligence assistance for medical practice transactions, working alongside healthcare attorneys and consultants.

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