Services
Every practice we work with has outgrown the systems holding it together, and nobody has had a spare week to fix it. Pick the part you want to read about.
Most owners already sense that something is leaking. What they rarely have is a number. Two half days on site, following the hours and the money through a normal working week, is usually enough to produce one.
We time where the hours actually go: notes, calls, referrals, recalls. We look for revenue already earned but never billed: item numbers, care plans, assessments, referral work. We go through the appointment book for no-shows, gaps and dormant recall lists. We audit what you pay for in software, and where AI would genuinely change something. And we map who is doing what, because the load is almost never spread the way the org chart says.
What you get is a short written report: what is leaking, what to fix first, and what it is worth, with a cost against each action. The fee is fixed and agreed before we start.
Running a practice used to mean holding rosters, supervision, hiring, billing, suppliers, equipment, the building, AHPRA, privacy and accreditation together in one person’s head. It worked until that person took leave. The accountabilities have not changed, but they no longer have to be carried that way.
We take on the day-to-day so clinicians can stay clinical. That means rosters and workflows, and the small problems that quietly eat a week. Medicare, DVA, health fund and private billing reconciled properly. Position descriptions, onboarding and clear lines of responsibility. Policies that are current and used. Software and supplier contracts reviewed against what they cost and what they return. And monthly reporting for owners built around the numbers that drive the business.
Onsite or remote, ongoing or as cover during leave, with the policies, staff training and breach plan that privacy and AHPRA obligations require.
Growth in a practice rarely depends on finding new patients. In most clinics it is already sitting there: services the existing patient base needs and currently goes elsewhere for, work that is done and never claimed, and rooms and sessions nobody has looked at in a year.
We start with what is already in the building. New service lines, disciplines, assessments and programs your patients already require. Fees and billing mix reviewed against the actual value of the work being delivered. Referral relationships traced properly, so you know where referrals come from, where they stall, and which connections are worth the time they take. Rooms and sessions sitting idle, priced out per week so the cost of doing nothing is visible.
Then we build the systems to run it. Reporting and software shaped around the new work, so growth does not land on the front desk as unpaid admin and quietly get abandoned. Anything we build handles health information correctly from day one.
New software only changes a practice when the whole team uses it. Most AI rollouts stall in the same place: one person volunteered, learned it properly, and became the bottleneck.
So we train the team, not the volunteer. Heidi, Claude and ChatGPT taught inside your own workflows, onsite or remote, hourly or packaged. Half-day and full-day workshops built around how your practice runs, refreshers when the software or the rules change, and new starters working confidently by the end of week one.
Around it sits the everyday HR that keeps good staff: roles, records, policies, and hard conversations handled early. Turnover is the most expensive problem a practice has, and mostly preventable.
A clinician loses roughly an hour a day to administration. Notes written after the last patient has gone. Work delivered and never billed. Referrals retyped by hand from a PDF that arrived by fax. None of it is clinical, all of it is unpaid, and it compounds quietly across a week.
The tools to remove most of it already exist. We put Heidi, Claude and ChatGPT to work where they earn their place: scribing that finishes the note during the appointment rather than after it, and drafting for referrals, summaries and triage. Recalls and reminders that run themselves. Systems that catch item numbers, care plans, assessments and referral work before they are lost.
We are equally willing to tell you where AI changes nothing. The test is whether the front desk is doing less at five o’clock, and whether clinicians are leaving on time.
Every practice eventually hits the edge of what its practice management software will do. The workaround becomes a spreadsheet, the spreadsheet becomes three spreadsheets, and within a year an entire process depends on a file only one person knows how to open.
Where nothing off the shelf fits, we build it. A CRM built in-house for the practice itself rather than adapted from another industry. Dashboards that show owners the numbers that actually move, on the day they move. Internal tools shaped around how your clinic works, integrated with the systems you already run so nothing has to be entered twice. Automation for the handovers between software that currently happen by hand.
These are built to be handed over, documented and maintained, not left as something only we understand. And they are built to handle health information properly from the first line, because a system that holds patient data carries the same obligations as any other clinical record.
For most patients the website is the practice until the moment they walk in. It is also the part that decays quietly: a practitioner leaves and stays on the team page for four months, hours change and nobody updates them, a new service launches and never gets a page.
We handle design and build, hosting, updates, backups and security patching. Day-to-day changes made quickly rather than queued behind an agency ticket, and new practitioners live within a day. Consistent staff photography as the team changes, search structure built around what patients actually search for, and a Google Business Profile that matches.
A note on contact forms. The moment a patient types a symptom or a medication into one, that is health information, and the Privacy Act treats it like a clinical note. We build forms that collect only what is needed and deliver it somewhere access is controlled, or tell you to publish a phone number instead.
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