All problems
consultant
You don't have a clear plan for growth
"I've been in private practice for five years and it's grown, but more by accident than by design. I know I could be doing better if I had an actual plan, but I've never sat down to build one."
Takes two minutes. A free, no-obligation chat with Solva.
- A consultant growing at 7% per year versus 22% per year on a £200,000 revenue base is £30,000 behind in year one, £63,000 behind in year two, and over £100,000 behind after three years of compounded underperformance
- A private practice commercial review covering referrals, fees, costs, and capacity takes approximately half a day with a specialist advisor and typically identifies three to five high-value actions within that session
- The top quartile of private practice revenue growth is concentrated in consultants who actively manage at least three of the four key levers, referrals, fee rates, overhead, and capacity, rather than leaving any to chance
- The practice grows more slowly than the consultant's clinical reputation would support
- Opportunities in referral development, fee negotiation, and capacity optimisation are missed
- Competitors with commercial advisors pull ahead
- The consultant reaches a revenue ceiling without knowing why
- Business value is not built systematically for the long term
Frequently asked questions
Why does this problem persist?
Commercial planning is seen as separate from clinical practice There is no framework for evaluating growth opportunities or priorities Time pressure means strategic planning is permanently deferred
What is the cost of leaving it unaddressed?
The difference between a practice growing at 7% versus 22% per year on a £200,000 revenue base is over £25,000 of additional income in year one, compounding significantly over three years.
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.