We offer several membership tiers. Should they be tracked differently?

Yes — each tier as its own revenue line, so you can see which levels of membership are actually worth the deliverables you’re providing at each price point.

How do you handle supplement and retail sales?

As their own revenue and inventory category, separate from clinical membership income, with COGS tracked so you can see real retail margin, not a number blended into clinical revenue.

We mark up specialty labs for patients. Is that worth tracking separately?

Absolutely — it’s a real margin line. We track the outside lab cost against what you bill the patient, so you can see whether ordering and coordinating that test is actually profitable.

We have an MD, an NP, and a health coach on staff. Can you structure compensation for all three?

Yes. Each role has different production expectations and reasonable-comp benchmarks — we build a compensation structure specific to each, not one formula stretched across the team.

Cash-Pay Medical → Functional Medicine

Accounting for Functional Medicine Practices.

Functional and wellness medicine layers revenue streams a typical chart of accounts wasn't built to separate: memberships, retail supplements, and marked-up labs — often across an MD, NP, and health coach with different comp models. Blend it together and you lose sight of what's driving margin. We track each line separately, and build compensation around what each role produces.

Book a discovery call See functional-medicine-specific problems

Functional medicine consultation with nutrition notes and fresh produce

Where this accounting goes wrong

The problems specific to this model.

Membership tiers blurring into one revenue line

Basic, premium, and VIP membership tiers each have different pricing and deliverables. Booked as one undifferentiated membership revenue line, you can’t tell which tier is actually worth offering.

Supplement sales mixed with clinical revenue

Retail supplement sales carry inventory, COGS, and sales-tax considerations that clinical membership revenue doesn’t — blended together, neither number is accurate.

Lab markups that disappear into overhead

Specialty labs ordered and marked up for patients are a real, trackable margin line — most practices never separate it from clinical revenue, so they can’t tell if it’s actually profitable after the outside lab’s invoice.

Multi-practitioner comp with different economics

An MD, a nurse practitioner, and a health coach on the same team have different production models and different reasonable-comp benchmarks — one comp structure rarely fits all three.

How we help

What that looks like in practice.

Membership tiers tracked individually

Each tier reported as its own revenue line, so you can see which membership levels actually justify their price.

Supplement and retail sales tracked separately

Its own inventory and COGS tracking, apart from clinical membership revenue — so retail margin is visible on its own.

Lab markups tracked as their own margin line

Outside lab costs and patient billing tracked separately, so you can see the real margin on every test you order.

Compensation built per practitioner type

Comp structures and reasonable-comp benchmarks specific to each role on your team — MD, NP, health coach — not one formula stretched across all three.

Cash-Pay Medical Practices