Runway and cash
Rolling forecasts covering revenue timing, payroll, development costs, tax, investment and funding headroom.
Independent healthcare and healthtech
Finance support for healthtech and independent healthcare
Cash, reporting, commercial models and fractional CFO support for clinics, small practices, healthcare technology and specialist providers.
The business issue
Different models, the same need for clear financial decisions.
Independent healthcare and healthtech businesses may combine private-pay income, NHS contracts, subscriptions, licences, clinical capacity, product development and external funding. The finance model needs to explain how those elements turn into cash and sustainable growth.
Carrick supports founders, owners and boards with forecasts, management reporting, pricing, investment appraisals, funding preparation and finance-function development.
The service is designed around the business model. Specialist clinical, tax, legal, regulatory and investment advice remains with the appropriately appointed advisers.
What the work can include
Finance support for growth and control
The exact work is agreed around the organisation, the available information and the decision or control that needs improving.
Commercial models
Pricing, utilisation, recurring revenue, unit economics, contract margins and sensitivity analysis.
Board reporting
Management accounts, KPIs, explanations and forecasts that support founder and investor discussions.
Business plans
Clear strategy, market assumptions, milestones, resource plans and integrated financial projections.
Systems and finance team
Scalable processes, software, controls, reporting timetables and responsibility design.
Funding and transactions
Information preparation, financial models and coordination with lenders, investors, buyers and advisers.
When this support may fit
When senior finance input helps
- Cash runway is unclear or changes quickly.
- The board needs a model it can challenge and update.
- Pricing or capacity decisions lack financial evidence.
- Reporting has not kept pace with growth or external funding.
- A new product, clinic, service or contract needs appraisal.
- The business is preparing for investment, acquisition or sale.
A useful result
A finance model that fits the business
- Clear cash and runway visibility.
- Commercial measures linked to financial results.
- A board reporting rhythm.
- Documented assumptions and scenarios.
- Scalable systems and controls.
- Better-prepared funding and transaction discussions.
How the work progresses
A clear route from question to action.
The scope, responsibilities, evidence, timetable and fees are agreed before the engagement begins.
- 01
Understand the model
Map customers, payers, products, services, capacity, contracts and the current finance process.
- 02
Build the financial view
Connect operational drivers to reporting, cash, scenarios and board decisions.
- 03
Embed and support
Agree the reporting rhythm, improvement plan and ongoing finance leadership required.
Frequently asked questions
What owners and management teams usually ask.
These answers are general. The appropriate approach depends on the organisation and the agreed remit.
Do you work with start-ups?
Carrick can support early-stage businesses where the work is clearly scoped, including business plans, models, cash forecasts and finance setup.
Can you help prepare for investment?
Carrick can improve the model, management information and financial materials and coordinate questions. It does not provide regulated investment advice or arrange investments.
Can you support NHS and private revenue in one model?
Yes. The model can separate payer types, timing, pricing, capacity and margin assumptions while presenting a combined cash and performance view.
Do you provide specialist tax or R&D advice?
No. Carrick can organise the financial information and work with the business's appointed tax specialists.
Related support
Connect this work to the wider financial position.
Healthcare finance issues rarely sit in isolation. These related services may be relevant to the same decision or risk.
Start with the situation, not a service label.
Tell us what is happening and what a useful outcome would look like. We will help define the right starting point.