Problem
- EBITDA flat at CZK 4.5 million annually
- No clarity on which services were profitable
- Physician capacity unevenly distributed
- Patient scheduling was chaotic
- Pricing did not reflect actual costs
Intervention
We took on interim management (COO position), analysed the profitability of every service, redesigned the pricing for eight key services, and introduced a new patient scheduling system with capacity optimisation.
What remained
The new pricing holds without us. The clinic has clear data to guide investment decisions.
Key challenge
Nejtěžší bylo přesvědčit lékaře, že změna ceníku neznamená “méně péče”, ale “správné ohodnocení služeb podle jejich hodnoty”.
Results
- +48% EBIDTA (from CZK 4.5M to CZK 6.65M annually)
- +15% physician utilisation with no additional hiring
- CZK 7.5M capacity investment cancelled
- Return on our engagement: 3 months
EBIDTA growth does not always require investment. It requires data, decisions and disciplined management.
