Case Study: Scalable Financial Infrastructure for a National ABA Provider
Client Overview:
A national Applied Behavior Analysis (ABA) company providing therapy services across 8 states, serving several thousand clients per month. The company had experienced rapid growth through de novo expansion and small practice acquisitions but lacked a scalable financial structure and consistent reporting.
Engagement Objective:
To build a reliable, centralized financial operations team capable of managing transactional accountying, ensuring compliance across multiple state entities, and providing strategic financial oversight to support ongoing growth and investor readiness.
Scope of Services:
Accounting Support (Bookkeeper Assigned)
Daily transactional accounting across 15+ banks accounts and multiple legal entities.
Accounts payable processing and vendor management.
Revenue tracking and reconciliation in coordination with billing teams.
Payroll journal entries and expense allocation by location.
Month-end close support, accruals, and intercompany reconciliations.
Fractional CFO Oversight
Oversight and training of the accounting team.
Development of consolidated chart of accounts aligned with ABA service lines.
Integration of accounting software with EHR and payroll systems.
Creation of financial reporting package including:
Monthly financials by region, location, and code.
Cash flow forecasting.
Productivity and cost-per-hour metrics by RBT and BCBA.
Clinic-level profitability analysis.
Challenges Addressed:
Inconsistent data and reporting due to non-standardized accounting and revenue allocation across clinics.
Manual bookkeeping processes with high error rates and delayed reporting.
Lack of financial visibility for executive decision-making.
Inability to track profitability by service line of clinician role.
Pressure from investors to improve forecasting and internal controls.
Key Outcomes & Impact:
Implemented a centralized AP process, reducing processing errors.
Standardized revenue recognition.
Clinic and regional managers now receive reports with KPI’s.
CFO implemented a capital planning model to prioritize expansion and hiring decisions.
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