How is concierge medicine different from direct primary care, accounting-wise?

Smaller panels and larger per-patient retainers mean panel concentration is a real financial risk we track explicitly, and many concierge practices also bill insurance alongside the retainer — a second revenue stream DPC practices usually don’t have.

We bill both a retainer and insurance. Can you handle both?

Yes — we track them as separate revenue lines so you can see which one is actually driving your margin, rather than one blended number.

How do you set compensation for a concierge practice owner?

A reasonable-compensation study specific to concierge medicine’s economics — priced for access and retention, not patient volume — revisited as your panel and retainer pricing change.

Do you work with multi-location concierge groups?

Yes. As a concierge practice adds physicians or locations, each with its own smaller panel, we structure the entity and reporting to keep each location’s economics visible.

Cash-Pay Medical → Concierge Medicine

Accounting for Concierge Medicine Practices.

Concierge medicine runs on a different math than primary care: a small panel — often 300 to 600 patients — paying a substantial annual retainer. That concentration cuts both ways: lose a handful of patients and revenue moves immediately. We recognize retainer revenue ratably, track concentration as a risk metric, and structure compensation for a practice built on fewer, deeper relationships.

Book a discovery call See concierge-specific problems

Concierge physician greeting patients warmly

Where concierge accounting goes wrong

The problems specific to this model.

Retainer revenue booked too early

A $15,000 annual retainer paid in January isn’t January income. Recognized ratably across the year, it should show up as roughly $1,250 a month — booked wrong, your practice looks flush in Q1 and lean for the rest of the year.

Panel concentration risk

With 300–600 patients instead of thousands, losing even a handful of retainer patients moves revenue in a way a larger panel would absorb without notice. Most CPAs don’t track concentration as its own metric.

Retainer and insurance revenue blended together

Many concierge practices still bill insurance for procedures and labs. Lumped in with retainer income, it’s impossible to see which revenue stream is actually driving your margin.

Provider comp built for volume, not access

Generalist comp studies benchmark against high-volume primary care. A concierge practice is priced for time and access, not visit count — the comp structure needs to reflect that.

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