Paid engagement
Two weeks. We take your scheduling data and your printer logs and give you a same-day case map: where the recoverable hours are, what they are worth, and the three changes that release them. Built for practices running three to fifteen chairs.
You bought the printer. It works. It is not busy. Somewhere between the box arriving and now, the plan to run same-day cases became a plan to run some same-day cases eventually, and nobody has calculated what the gap costs.
You do not need a vendor to tell you the machine is capable. You need to know whether the schedule can absorb the workflow, what it would take to change that, and whether the number at the end justifies the disruption.
Findings and options arrive together, in one session. We do not present findings and follow with a proposal next week. That gap is where audits go to die, and it asks you to answer "is this good value?" when the useful question is "which of these three is best value?"
Eighteen pages. Here is the contents page from a real one, with the practice's details removed.
Read the full redacted sample (PDF, 18 pages)
You own it. The map, the model and the plan are yours. Take them to another firm, or run them in-house. There is no clause that stops you and no version we hold back.
Two things move it. More than three locations adds a week and $2,500. If your scheduling data cannot be exported and has to be reconstructed by hand, we will tell you before you commit and quote separately.
For context on the number: implementation, if you want it, runs $45,000 to $80,000 depending on how many locations and how much of the patient communication we build. The audit is roughly ten percent of that, which is deliberate, and it is the industry's own working benchmark for a diagnostic phase.
The full $7,500 credits against your first implementation invoice if you start within six weeks of the delivery session. After that it does not, because the analysis goes stale and we would have to redo it.
The audit either identifies at least $4,000 a month of recoverable chair time or it costs you nothing, and you keep the report either way. Recoverable chair time means hours we can name, in appointment types you already run, that the same-day map releases. We define it on page two and you can check the arithmetic yourself.
We have honoured this twice. Both were practices where the printer had been idle so long that the schedule had reorganised around not having one.
You will get these three costed against your own numbers on day fourteen. They are here so the audit is not a surprise-shaped purchase.
The constraint as they described it. What the audit found, with the number. What they chose to do, and what happened over the following period, with the period stated.
Named practice, city · Verify on their site
Deliberately a different shape from the first, including the part that did not work.
Named practice, city · LinkedIn recommendation
About ninety minutes of interviews spread across four people, plus whatever it takes to approve data access. The delivery session is ninety minutes and we ask that the people who would approve the next step are in it.
You keep the map, the model and the plan, and you can execute them with anyone. That is the deal, and it is why the fee is what it is.
Two people, named in the statement of work before you sign. Neither of them is a salesperson and both have run this engagement before.
It stays in our environment for the length of the engagement and is deleted ninety days after delivery unless you ask us to keep it. We will sign your agreement rather than ask you to sign ours.
No. Below two weeks there is not enough scheduling data to model from, and we would be selling you an opinion. If the fee is the obstacle, say so and we will tell you honestly whether to wait.
Not a sales call. We will ask what your scheduling data looks like and tell you whether the audit would find anything. If it would not, we will say so.
Or reply to any of our emails. Both reach the same two people.