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Helping Health and Wellness Business Owners (Medical Spas, Private Practices, Therapists, Medical Practices, Day Spas) Fall Dangerously in Love With Finance 💰✨
https://tr.ee/hbof

11/02/2026

Apparently, taking a break is a skill some business owners still need to master. I might know a few. 👀😂

If we have not met, I'm Lozelle, founder of Healthy Bodies of Finance, a boutique fractional and forensic CFO firm. I work with medical spa owners and group therapy practice owners who want a better understanding of their finances. My focus includes healthcare practice cash flow, profitability, and financial fraud prevention.

Give me a financial mystery, and I'll happily investigate. Give me a rainy afternoon, some Olivia Dean, and a chance to enjoy myself? The meetings will have to wait.

Just a Brooklyn girl who loves a good laugh, a little sarcasm, and reminding herself there's more to life than a to-do list.

So, tell me, when was the last time you took a break without checking your phone? 💋

10/29/2026

Since when did a crown appearing on an insurance claim prove the dentist performed the treatment?

In Michigan, a dental office manager is accused of submitting Medicaid claims for crowns patients never received.

Now, suppose an insurance payer questions a crown claim from your dental practice. What would you give them? The treatment plan? An explanation from the employee who submitted the claim?

Unfortunately, neither passes the sniff test.

A treatment plan shows what was planned, not whether the crown was placed. And an explanation from the employee who submitted the claim doesn't replace the treating dentist's clinical documentation.

If the practice can't substantiate the procedure, the insurer could deny the claim or seek repayment.

So, what should routinely happen in your dental practice?

1. The practice administrator should arrange periodic dental billing reviews.

2. An independent reviewer, outside the claims submission process, should compare claims information obtained from insurance payers against patient treatment records.

3. The treating dentist should review discrepancies to determine whether the clinical documentation supports the procedures billed.

If an insurance payer requested documentation for ten crown claims tomorrow, could your practice substantiate each one?

10/28/2026

🎶 “I can remember when we had it all…”
Remember when your healthcare practice had one location, a smaller team, and somehow more money left in the bank?

Now you've got three locations, more patients, higher revenue, and a payroll that seems to have a personal relationship with your bank account. 😂

And here you are, reminiscing about the good old days.

Before you start planning a reunion with your old profit margins, have your accounting team prepare a profit and loss statement for each location.

Look at the revenue, clinical payroll, rent, and other operating expenses, including how shared overhead is allocated across the locations.
A multi-location healthcare practice can report an overall profit even when the original location is covering losses at the other two. And if that first location's earnings decline, the entire practice's profitability could be affected.

Now, tell me something. Did expanding your healthcare practice actually improve profitability, or did you just give yourself more expenses to manage?

Go ahead and reminisce. Just make sure those additional locations are contributing to your practice's profitability before you start planning the next one.

10/22/2026

How did the new partner make it onto the practice website before the credentialing manager even heard about the ownership change?

The practice is announcing its new partner to patients. Meanwhile, the insurance payers may still have the previous ownership information on file.

Now, how exactly did that happen?

As the attorney finalizes the partnership agreement, the practice administrator should be coordinating with the credentialing manager about the ownership details, effective date, and required insurance payer updates.

Medicare generally requires reportable ownership changes within 30 days. Private insurance companies have their own requirements.

And please, don't tell me the credentialing manager received an email. What was actually submitted to the insurance payers, and what is the status of those updates?

Here's what makes this week's Forensic Friday particularly interesting.

According to the Department of Justice, a medical supply company was facing revocation of its Medicare billing privileges for several deficiencies, including the inability to verify the ownership of the man listed on its enrollment paperwork.

The investigation revealed something far more serious: He was helping conceal the people who actually owned and controlled the company.

That's deliberate concealment, not an administrative oversight.

Now consider your own healthcare practice. If an insurance payer requested proof of ownership, would your partnership documents and payer enrollment records identify the same people?

Because announcing a new partner is one thing. Being able to establish who actually owns and controls the practice is another.

10/21/2026

Same clinician. Same salary. Two possible start dates. So why could one put more pressure on your medical practice's cash flow? 🤔
Think about what happens during those first several weeks.

Compensation and onboarding expenses can begin before insurance payments from the new provider's patient visits arrive. And a busy appointment schedule doesn't tell you when those visits will turn into cash.

Now, here's where the hiring decision gets interesting.
Before sending that offer letter, compare both start dates using a 13-week cash flow forecast. Look at when compensation begins, when insurance payments are expected, and how low your practice's projected weekly cash balance could fall.

Take a moment to think about this...

Your forecast could end with a positive cash balance and still show a cash shortage in an earlier week.

The goal isn't to talk you out of hiring. It's to understand whether your medical practice can financially support the timing of that decision.

Considering hiring another provider? Healthy Bodies of Finance's Fractional CFO services can help you evaluate the cash flow impact before committing to a start date.

Learn more through the link in our bio.

Humor me for a second, and don't roll your eyes as you read this.Your multi-location physical therapy practice uses BILL...
10/20/2026

Humor me for a second, and don't roll your eyes as you read this.

Your multi-location physical therapy practice uses BILL or Ramp to route vendor invoices for approval. Another HVAC repair invoice arrives for the same unit a month later. Now tell me, did the approver confirm that a second payment was due, or just clear another invoice from the queue?

The operations director may have authorized the technician to return without agreeing to another repair charge. If the original service terms and the reason for the second visit stay with operations, the accounting team may not have the information needed to question the charge.

Your accounting team isn't expected to remember every HVAC repair across multiple locations. It needs access to the original service records when reviewing repeat vendor charges. Otherwise, your practice could end up paying for a return visit covered under the first repair agreement.

Before accounting sends another repair invoice for payment approval, can the team establish why that second visit is billable?

Fall has arrived, and I have every intention of enjoying it! 🍁Give me the changing leaves, crisp autumn air, pumpkin pat...
10/19/2026

Fall has arrived, and I have every intention of enjoying it! 🍁

Give me the changing leaves, crisp autumn air, pumpkin patches, and a little Halloween mischief. I'm in my element during the autumn season.

What's the point of working hard if you never stop to enjoy the fruits of your labor? I'm making time for the things I love this autumn season instead of waiting for work to slow down before I start enjoying life.

And if you catch me stopping to admire every Halloween decoration, mind your business. I'm enjoying myself! 😂🎃

Happy Me Monday! 🍁

10/16/2026

A group therapy practice can outgrow its finance department long before the owner recognizes what needs to change.

I've had conversations with practice owners who believe they need another bookkeeper. Sometimes they're right. However, if the books are reconciled and financial reports arrive on time, what exactly is another bookkeeper expected to resolve?

If clinician payroll isn't allocated consistently between locations, the operating margins for each office may be misleading. When the owner is considering another therapist, I also want to know whether expected collections can support the additional payroll.

Before recommending another hire, I'd want to establish whether the group therapy practice needs more bookkeeping capacity, controller-level oversight, or fractional CFO leadership.
An owner may come into that conversation expecting one answer. I owe them an assessment supported by their financial records, even when it points in a different direction.

10/15/2026

All money ain't good money.
A company offers your healthcare practice a consulting fee while expecting patient referrals. Fine. Where's the consulting work? If your practice is the one paying, what are you buying?

Even when an invoice matches the payment down to the dollar, what evidence shows the company provided the services it was paid for?

Not every business arrangement involving patient referrals is illegal. The federal Anti-Kickback Statute prohibits knowing and willful payments intended to induce or reward federally reimbursable business, subject to applicable exceptions and safe harbors. State laws may also prohibit certain referral payments involving commercial insurance or private-pay patients.

Illegal kickbacks can expose a healthcare practice to financial penalties even when Medicare isn't involved. Depending on the arrangement, insurance claims may also become subject to repayment demands.
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In this week's Forensic Friday, illegal kickbacks helped generate more than $8 million in payments from fraudulent healthcare claims. What did the court order the chiropractor to repay?

Watch the Reel to find out.

10/14/2026

A group therapy practice owner is considering another therapist after reviewing a cash flow forecast that projects enough cash to cover the additional clinician payroll.

Hold on. The forecast assumes insurance payments will arrive within 30 days, but the A/R aging report includes insurance claims still unpaid after 60 and 90 days. Before approving the hire, who's checking that assumption against the practice's actual insurance collection history?

If insurance payments arrive later than expected, the owner may need to reconsider the therapist's start date before adding another payroll expense.

Send this to someone planning their next hire.

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