Advanced Care 5P TrackerPractice readiness & unit-economics diagnostic
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A short, guided intake that helps us understand your practice before we invest behind it. You tell us how things work today — your team, your surgical workflow, your marketing, and your case economics — and we use your answers to pinpoint exactly where the opportunity (and any gap) sits. There are no right or wrong answers. We are collecting information, not grading you.
A quick picture of the practice today so the rest of the assessment has context. Capture what is true right now, not the goal. A few of these numbers feed your case P&L later.
Right people, right seats. Clinical skill with no conversion team still bleeds the pipeline. This is where most "our marketing isn't working" problems actually live.
Can they actually deliver the case, predictably, at volume. If the clinical foundation is weak, no amount of marketing spend is safe to turn on.
How surgery is actually delivered and what is on-site. Freehand-only at scale is a risk flag. Missing capital equipment becomes an onboarding line item.
The lab is the single biggest variable cost in a full-arch case. Capture the vendor and exactly what the package includes.
Can the practice generate high-ticket demand and move a closed case to surgery before it goes cold. Marketing reach and operational fluidity in one lever.
Pricing, financing, and runway decide whether closed cases become seated revenue. Pair these answers with the Per-Arch P&L to see if the unit economics actually work.
How you price and finance full-arch today. Your exact fee and dollar discount go in the Per-Arch P&L; here we capture your offers and the lenders you work with.
Enter your actual full-arch fee and dollar discount in the Per-Arch P&L.
Your mindset, and your team's, on cash-pay and brand. This is the one thing no marketing budget can fix for you, and it is usually what decides whether growth sticks.
Enter the white cells. Blue cells calculate live. This is the single-arch contribution model: what one fixed full-arch case actually contributes after every direct cost, team comp, and the marketing cost to acquire it.
| Revenue | |
| Full-arch fee (what the patient pays) | $ |
| Discount given | $ |
| Net revenue per arch | $0 |
| Direct case costs | |
| Lab fee per case (guide + provisional + final) | $ |
| Cost per implant | $ |
| Implants per arch | |
| Implant fixtures (cost × count) | $0 |
| Misc parts (abutments, screws) | $ |
| Assistant / chair time | $ |
| Other direct cost | $ |
| Total direct cost | $0 |
| Team compensation | |
| Doctor compensation (% of net) | % |
| Doctor compensation | $0 |
| Treatment coordinator bonus | $ |
| Setter bonus | $ |
| Financing fees (% of net) | % |
| Financing fees | $0 |
| Total team & doctor | $0 |
| Bottom line | |
| Total cost of goods (direct + team) | $0 |
| Gross margin | $0 |
| Marketing cost per case (estimate, optional) | $ |
| Contribution margin | $0 |
White cells are yours to fill; shaded cells calculate automatically. Cost per implant and implants per arch drive the implant-fixtures line.
The five P's at a glance, the seven weighted domains behind them, the ranked gaps to close, and the tier action plan. Read the radar first: a spiky profile means the model is fine but a seat is empty; a small, even profile means the practice is not ready yet.
Answer items above to surface the ranked gaps.
Every item, its status, and its weight contribution. This is the record of the assessment.
What SGA does next with this practice, mapped to the tier.
Take a quick look, then send it to the SGA Growth team. You can go back and change anything before submitting.