Radiology CFO Intelligence — profit and cash by center, by modality, by payer and by claim, for independent multi-center imaging groups.
Independent imaging centers are winning demand faster than their back offices can convert it into cash. We compress the referral → auth → scan → claim → paid cycle, separate your PET Tracer Unit from your Radiology Unit, and turn billing-company activity into economic outcomes your lender will fund — profit and cash read by center, by modality, by payer, by tracer and by claim. Engagements run remotely off the systems you already have; our current imaging work spans Florida and Texas. This is the intelligence your accountant and your billing company will not build for you.
Scheduling, the front desk, the billing company and the bank each run their own stop, scored on their own number. Every stop can hit its number while the business loses money between them. We tie the operations data to the ledger and follow every patient from the referrer to the bank.
O1 Referrer
O2 Schedule & slot
O3 Verify & authorize
O4 Patient shows
O5 Scan
O6 Read & sign
F1 Charge & claim
F2 Payer & denial
F3 Collections & A/R
F4 Cash in the bank
F5 Profit per unit
F6 Tax & owner pay
F7 Lender & capital
F8 Value & exit
Anonymized from active Benefique engagements. Specific client context available under NDA on the Review readout.
A complete worked example of an imaging engagement, built on a fictional composite group with synthetic figures: net revenue per scan by center, days to cash by payer rail, and the full report library.
Six named capabilities delivered inside every engagement. Each one solves a problem generic accounting and billing reports cannot.
Two Business Unit decomposition separating high-reimbursement PET Tracer Scans from general radiology. Per-payer, per-tracer, per-facility toxic-combination detection and referrer strategy.
Per-payer DSO, aging decomposition, Letter-of-Protection trap analysis, and the billing-fee-versus-DSO trade-off your biller will not run for you.
PIP compression modeling, payer grading A–F, and the front-desk selection economics that lock in profitability weeks before billing touches the claim.
$/Claim → GP$/Claim → NOI/Claim stack. High-cost procedure economics. Which procedures lose money on which payers — a 9:1 profitability gap on identical work.
Quarterly performance framework with gated bonus design, independent assessment, and cross-center benchmarking that holds operators accountable to numbers.
Section 41 R&D credits for imaging groups ($40K–$120K/year typical). S-corp reasonable compensation. Entity structure. 2026 tax law changes.
Running more than one center? Portfolio and per-center P&L, COO accountability, and the math of adding the next location.
The single largest P&L driver in a modern center — and the one most accounting systems blend into invisibility.
Per-payer DSO, aging decomposition, the billing-fee-versus-collections trade-off, and A/R your lender will actually fund.
PIP and Letter-of-Protection compression, payer grading A–F, and the front-desk selection economics that lock in profit before billing touches the claim.
The $/Claim → GP$/Claim → NOI/Claim stack. Which procedures lose money on which payers — a 9:1 profitability gap on identical work.
Buying the next center, or getting ready to sell. Valuation logic, deal structure, owner economics, and quality-of-earnings readiness.
Section 41 R&D credits for imaging groups, S-corp reasonable compensation, entity structure, and 2026 tax-law changes.
Owners, CFOs and medical directors of independent imaging groups running two or more centers with $5M+ in revenue, who suspect their accountant and billing company cannot answer per-payer, per-tracer or per-claim profitability questions between them. Typical profile: growing but cash-constrained, unclear on PET Tracer Scan economics, preparing for a lender conversation, or renegotiating payer contracts.
PET Tracer Scans refers to high-reimbursement specialty tracers with radiopharmaceutical input costs of $2,000–$3,000 per dose and payer reimbursement that varies as much as 9x depending on payer mix. Their economics are structurally different from general radiology (MRI, CT, ultrasound, X-ray, standard PET). Blending them into one "imaging" line hides the single largest profit-and-loss driver in a modern center — which is exactly what most accounting systems do. Our Two Business Unit Framework breaks them apart.
We replace the bookkeeping, not the biller. We keep the books and close them by the 7th, because per-payer, per-tracer, per-facility and per-claim answers are only as good as the ledger under them. Your billing company keeps processing claims; we tie its data to the ledger and measure what it collects against what it should. Tax is part of the engagement, and we only do it when we keep the books.
Your books, closed by the 7th of every month, and a monthly CFO report built on them: Two Business Unit decomposition, PET Tracer economics with toxic-combination detection, the per-claim profitability stack, DSO by payer, and payer mix risk, each with a dollar-quantified action list. Every stop on the Patient Referral-to-Cash Line is measured, your billing company is measured against the ledger, and tax compliance and planning come off the same books.
One flat monthly fee, set by center count, modalities and complexity, and proposed after the first call. Never billed by the hour, and tax is part of the engagement rather than a separate fee. This avoids the common trap of buying generic CFO services priced by hour or headcount rather than by the problems actually worth solving.
Yes. We have built triple-reconciliation methodologies that align operational billing data, the accounting system, and bank-grade aged receivables — typically within 0.5% variance. This is the difference between a lender funding a seven-figure facility and a lender asking for another quarter of data.