Financial Auditor
Review expense trends, overhead, aging balances, and cost categories against practice-approved targets.
Bookkeeping, collections, payroll, vendors, and purchasing.
Service 02 / Custom quote
Dental Practice AI Audit
Scope an AI-assisted business review that connects financial, workforce, operational, revenue, and marketing findings to practical next steps.
Discuss an AI practice auditStart with a consultation. Scope, availability, pricing, and timeline are agreed before purchase.
Five audit areas. One action plan.
Workforce Auditor
Compare coverage with demand and production per labor hour. A high payroll ratio may reflect low production rather than excess staff.
Staff schedules, labor hours, chair capacity, and provider workload.
Operations Auditor
Look for unused capacity, rising no-shows, overdue recalls, and inconsistent follow-up.
Appointment schedules, cancellations, recall lists, and front-desk workflows.
Revenue Auditor
Trace the path from diagnosed treatment to scheduling and collections, with clinical decisions remaining with the treating team.
Presented and accepted treatment, unscheduled care, provider production, and payer aging.
Marketing Auditor
Trace spend through leads, appointments, accepted production, and collections where attribution is available.
Advertising spend, business-profile activity, calls, CRM leads, and booked appointments.
See the finding.
Plan the next action.
This example shows the proposed report format. All values are fictional; no practice is connected and no audit has been run. Targets and scoring would be agreed during scoping.
Example practice health score67/100
Illustrative only; not a calculated assessment.
Diagnosed treatment unscheduled$300,000
An opportunity to review, not guaranteed revenue.
A/R older than 90 days$65,000
Review aging and payer follow-up.
Chair utilization61%
Compare coverage with available chair time.
16 example findings
| Area | Example finding | What to investigate |
|---|---|---|
| Revenue | Production down 12% | Compare equivalent periods, provider availability, and procedure mix. |
| Collections | Collections are 92% of production | Review timing, adjustments, and outstanding balances before interpreting the ratio. |
| A/R | $65,000 older than 90 days | Break aging balances down by payer and responsible follow-up owner. |
| Payroll | Staffing expense is 32% of collections | Review labor hours and production together against the practice target. |
| Workforce | 3 assistants; chair utilization is 61% | Compare hourly coverage, demand, and the actual workload. |
| Hygienists | Hygiene production below target | Review booked hours, completed visits, and the agreed provider target. |
| Dentist | Production/hour below practice benchmark | Compare procedure mix and available clinical hours before drawing conclusions. |
| Schedule | 18 unused chair-hours this week | Identify fill opportunities and the team member responsible for outreach. |
| No-shows | Cancellation/no-show rate rising | Review trends by appointment type and reminder workflow. |
| Case acceptance | $120,000 presented; $48,000 accepted | Investigate the 40% value-based acceptance rate and follow-up gaps. |
| Treatment | $300,000 of diagnosed treatment unscheduled | Separate patient decisions, clinical priorities, and scheduling follow-up. |
| Insurance | One payer reimburses more slowly | Compare claim age, denials, documentation, and payer-specific delays. |
| Marketing | $8,000 spend; $22,000 accepted production | Track booking and collections; accepted production is not collected revenue or profit. |
| Front desk | Calls/leads are not becoming appointments | Review missed calls, response time, and booking outcomes. |
| Recall | Hundreds of overdue hygiene patients | Prioritize eligible outreach and measure reappointment results. |
| Supplies | Supply expense growing faster than production | Inspect vendor pricing, purchase frequency, and procedure-related demand. |
From signal to decisionInvestigate the cause
Investigate the cause
before acting.
Review trends, source quality, and context with your practice leadership. Each proposed action should have evidence, an owner, and a follow-up measure.
Illustrative workforce finding
Review coverage before hiring.
Payroll is 32% of collections, but unused chair capacity may be the underlying issue. Review 14 unused assistant hours on Thursday alongside provider demand and production per labor hour.
Proposed next step: Redistribute coverage and track utilization before making staffing decisions.
Start with the systems you use.
Bring your system list to the consultation. We will assess access, export options, compatibility, and the proposed scope. These are systems to evaluate, not a list of live integrations.
- Dentrix
- Open Dental
- Eaglesoft
- Curve
- QuickBooks
- Payroll
- Google Ads
- Google Business Profile
- Phone system
- CRM
- Insurance / billing
Existing tools such as Dental Intelligence or Pearl can be included in the discovery conversation. Product access and any third-party subscriptions are confirmed separately.
Discuss your first practice audit.
Tell us your goals and current tools. We will use the consultation to define a suitable engagement.
Prepare a service inquiry →Opens the consultation form to prepare your request.