Running a clinic or practice is a numbers game behind the scenes: visits per provider hour, no-show rates, payer mix and net revenue per visit, staffing cost per visit and the break-even patient volume. These 10 healthcare business courses teach that maths on one fictional practice or facility per course, in a spreadsheet that checks every formula.
You will find dental, optometry, physical therapy, chiropractic, behavioral health, urgent care and telehealth practices, imaging centers, clinical labs, ambulatory surgery centers, dialysis clinics, hospitals, pharmacies, home care, care homes and senior living, plus medical billing and medical device commercialisation. Business maths only: nothing here is clinical, reimbursement or legal advice.
Capacity, payer mix, collections and days in A/R, no-shows and overbooking, staffing cost, break-even for a new provider, supply costs and a KPI dashboard: run the numbers of a medical practice in a live spreadsheet that checks every cell.
Occupancy and ALOS, bed-need forecasts, ED door-to-doctor and 4-hour performance, weekday flow, nurse staffing and HPPD, OR utilisation, 30-day readmissions and case mix, cost per case: analyse a hospital's operations in a live spreadsheet that checks every cell.
Value a fictional drug candidate like a biotech analyst: chain phase probabilities, schedule development costs, build peak sales and the LOE curve, then go from unrisked NPV to rNPV, licensing deals and a pipeline, in 8 graded labs.
Run a pharmacy store room by the numbers: usage per day and par levels, reorder quantities to par, ABC by value and XYZ by variability, expiry risk with FEFO, waste and write-offs, turnover and days on hand, fill rates and stock-outs, and controlled-substance count reconciliation – 8 labs on one fictional hospital pharmacy, every cell checked instantly. Operations only, placeholder products, no dosing content.
Contractual adjustments, clean claim and first-pass rates, a denial Pareto by reason and payer, A/R aging and days in A/R, net collection rate, patient responsibility, cost to collect and an RCM dashboard: 8 graded labs on one fictional practice's synthetic claims.
Occupancy and resident days, fee income by funding type, care hours per resident, rota gaps and the agency premium, cost per resident day, break-even occupancy, waiting-list forecasts and falls per 1,000 bed days: run a care home's numbers in a live spreadsheet that checks every cell.
Run the stock of a blood service by the numbers: demand by blood group vs donor supply, the simplified ABO/RhD red-cell compatibility matrix with IF, AND, OR and SUMPRODUCT, days of supply with red/amber/green alerts, shelf life and FIFO with COUNTIFS and MINIFS, outdate rates and their cost, donor collection planning with deferrals and no-shows, 5-day platelet ordering and an inventory dashboard with a chart – 8 labs at one fictional regional blood service, every cell checked instantly. Operations practice only, not clinical guidance.
Run the numbers of a small-animal practice in a live grid: active clients and patients, visits per patient, average transaction charge, vet productivity, pharmacy and food margins, wellness plans, staff cost and break-even, every cell checked as you go.
Run the numbers of a dental practice in a live grid: chair utilisation, production per hour for dentists and hygienists, recall and retention, case acceptance, insurance write-offs and collection rate, overhead targets, associate pay and practice valuation, every cell checked as you go.
Roll the patient census forward, fill MWF and TTS chair slots, staff every shift to ratio, set supply reorder points, cost one treatment, weigh the payer mix, flag missed sessions and decide between a 4th shift and more chairs – in a fictional clinic, every cell checked. Operations math only, not clinical advice.
How to calculate days in A/R, A/R over 90 days and the net collection rate for a medical practice, with an Excel example and the common mistakes.
Practice owners and managers, healthcare administrators, finance staff, consultants and students who need to understand how clinics and facilities make or lose money.
No. The courses cover operations and finance only. All practices are fictional and all rates are illustrative.
No. Reimbursement is modelled with simple illustrative rates per visit or per case, so you can focus on the business logic.
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