Twelve films on what a well-organised practice knows about itself: what an hour of the chair costs, what each therapy earns, which corporate structure pays, how to read a budget. Nine on management with Antonio Pelliccia and Andrea Facincani, three on taxation and companies with Loris Vignoli.
They are for members. A first cut of each is open to all.
After the film, an hour with the consultant who made it: not an academic case but your practice, with your numbers on the table. Online, one to one, €500. It is the shortest way to find out whether there is more to do together.
The practice's dashboard: accounting, finance and budgeting in one system that optimises costs against profitability. Diagnosis, KPIs and corrective action in decision time.
The core planning and control tool: consolidation and expansion goals, systematic review, corrective action on variances. Shared with the team, never imposed top-down.
Why indexing costs uniformly produces wrong estimates: the hourly cost must be computed per therapy type, weighting the real use of equipment, staff and time.
The productive-efficiency index — actual over theoretical hours: at capacity between 80% and 100%. The gap measures growth potential with no new investment, just reorganising the work.
The practice's EBITDA is the sum of each therapy's. A per-therapy dashboard reveals which run at a loss, which break even and which generate margin — and where to act.
From geomarketing to GANTT, from business plan to financial and marketing plans, through to the org chart: the full sequence to open a practice without surprises.
Your "entrepreneurial spirit" has to reach the practice team: honest KPIs, attainable goals and incentives already budgeted. Measuring and motivating staff, assistants and clinicians toward shared results and personal and team incentives.
Starting and running independent practice: taxation and the flat-rate regime (Flat Tax), administrative and accounting duties, cost structure and determining professional income.
Moving to advanced models: partnerships vs capital companies, governance and bylaws, accounting regime and financial-statement analysis — to limit liability and scale.
Turning a sole practice into a company without tax mistakes: civil-law duties, the taxation of the extraordinary transaction and revaluation of company shares.
Determining market value for sales, acquisitions, contributions and generational handover: goodwill valuation methods, 360° due diligence and assessment of human capital.
The practice's strengths, weaknesses, opportunities and threats read as a positioning map: where you stand against your reference market, where you can move, and which marketing levers get you there.
Opening and choosing the structure, legal forms and governance. Medical director, clinicians and staff. Requirements, authorisations, privacy and compliance.
The relationship with the patient, informed consent and records. The liability of the practice and of the clinicians, guidelines and risk management, insurance and adverse events.
Contracts with suppliers and partners, healthcare advertising and communication. Complaints, litigation and dispute management. Sale, acquisition and new premises.
Choose the module from the list and leave a contact. Within 48 hours we write back with the consultant's name and two dates to choose from. The base course costs €500, is online and lasts one hour. If your subject is not among the modules, ask for the tailored course: the same hour, built around you, €700. SYOR members get 20% off.