Your ASC is your most valuable asset. Do you know what it is actually worth?
Strategic financial guidance for ophthalmologist-owners managing multi-entity practices, equipment decisions, and growth opportunities.
A 4-minute test your accountant hopes you skip.
At a glance
Is This Right for You?
This service is for ophthalmology practice owners facing these challenges:
Need accurate books first? Our Accounting service for ophthalmology practices may be a better starting point.
What's Included
How a Fractional CFO Works for Ophthalmology Practices
Ophthalmology-specific strategic leadership that goes beyond reporting.
ASC Strategy & Valuation
- •ASC ownership share valuation
- •Capacity expansion vs partner surgeon recruitment analysis
- •ASC syndication and management company evaluation
Capital & Equipment Planning
- •Multi-year equipment replacement and upgrade roadmap
- •Femtosecond laser ROI analysis
- •Diagnostic technology investment prioritization
- •Financing structure optimization
Growth Strategy
- •Premium service line development (premium IOLs, dry eye, cosmetic)
- •Satellite location vs referral network strategy
- •Optometrist partnership models
M&A and Exit Planning
- •Practice valuation with ophthalmology-specific multiples
- •PE platform and add-on analysis
- •Succession planning and partner transitions
Results
What Ophthalmology Practices Experience
| Metric | Typical Outcome |
|---|---|
| ASC reallocation | Corrected cost sharing increased practice reported profit by $340K |
| Premium IOL margin | 22% to 38% margin through pricing and implant cost negotiation, adding $121K annually |
| Optical shop improvement | 12% to 28% margin through vendor consolidation, adding $89K annually |
Case Study
See The System In Action
3-surgeon ophthalmology practice with ASC ownership, optical shop, and 2 employed optometrists. Total revenue across the practice and ASC was $8.2M, but the owner-surgeons each took home less than they expected. Nobody could clearly explain the financial relationship between the practice, ASC, and optical shop.
What we found:
- •ASC cost allocation was subsidizing practice overhead by $340K annually. The practice looked profitable, but only because the ASC was absorbing shared costs disproportionately
- •Premium IOL upgrades were generating $380K in patient revenue but the practice was only capturing a 22% margin due to untracked implant costs and underpriced upgrade fees
- •The optical shop was running at a 12% margin when the benchmark is 25 to 35%. Frame purchasing was fragmented across three vendors with no volume negotiation
- •Anti-VEGF drug wastage billing (JW modifier) was not being submitted, resulting in $74K of unbilled drug waste per year
The results
Corrected cost sharing increased practice reported profit by $340K
ASC reallocation
22% to 38% margin through pricing and implant cost negotiation, adding $121K annually
Premium IOL margin
12% to 28% margin through vendor consolidation, adding $89K annually
Optical shop improvement
“We were a $8 million practice and nobody could explain where the money went. The ASC was hiding half the problem.”
— Managing Partner, South
Think your ophthalmology practice has similar potential?
Common Questions About Fractional CFO for Ophthalmology Practices
Stop guessing. Start leading your ophthalmology practice with data.
Take the 4-minute financial assessment—and find out if your ophthalmology practice is ready for strategic CFO leadership.
The test your accountant hopes you skip.