Business consultancy for aesthetics clinics in the UK

This is treatment revenue for a period divided by the practitioner hours on the rota in the same period, booked or not. It measures what the clinic's capacity earns, not what it keeps, so it is never read on its own.

Its partner is utilisation. Low revenue per hour with high utilisation is a full diary earning little, which points at price and mix. Low revenue with low utilisation is unsold hours, which points at demand or unwanted hours. High utilisation with a figure that has not moved in a year suggests the diary filled while prices and mix stood still. A diary that fills with whatever books first can raise bookings and lower this number in the same quarter, which is the volume trap in clinic positioning.

The levers are price, which treatments take the most requested hours, appointment lengths that match the work done, and gaps between bookings. Before giving the busiest hours to higher-earning treatments, check whether the patients waiting for shorter ones later start treatment plans, because moving them is the price of the change.

Contribution is what a treatment leaves after the product used, the practitioner's pay for that time and any per-treatment costs. Pick one convention for pay, either per treatment or hourly pay allocated by appointment length, and keep it out of overheads so it is not counted twice. The total contribution still has to cover rent, reception and everything else before the clinic makes a profit.

Read against revenue per hour, it explains why a treatment can earn well per hour and still leave little: product used, device consumables or per-use charges come out of every appointment. A device paid for whether it is booked or not is different: keep that commitment with the fixed costs total contribution has to cover, and if it is allocated to treatments for a separate profitability view, label that view and its allocation basis.

A thin contribution raises two separate questions. Is the price covering the treatment's own cost basis? And do patients who start with this treatment go on to contribute more, or less, than patients who start with another? Follow them over a period that matches how the clinic's patients actually return. The second answer can show the treatment has a job as a first visit; it cannot show that its price is right.

Utilisation is the share of a practitioner's available hours that are sold. Read the clinic average and the spread between practitioners together, because the spread is what shows uneven demand.

The busy practitioner's price may sit below her demand, patients may be choosing a person rather than the clinic, the quieter rota may fall at hours patients do not ask for, or a newer practitioner may not yet have been introduced. Reading the waiting list by practitioner is the starting point. Alongside it, compare each person's bookable hours, requested times and treatments offered, and whether people on the list would accept someone else. That last answer decides whether a price rise for the busy practitioner moves demand to colleagues or simply loses patients. When the fully booked practitioner is the founder, the founder's own diary can become the clinic's ceiling.

Same-day rebooking is the share of patients who book their next appointment before they leave. It is not the same as return attendance: a patient can leave without a date and come back after a reminder, or book and later cancel.

So read it beside return attendance for the same visits. Low on the first and healthy on the second means patients come back, just not from the desk; low on both is worth following up. Compare like with like over the same period: first visits apart from repeat visits, and treatments where a further visit is part of the plan apart from stand-alone ones. Then look at three things in the booking record: whether a next appointment was offered, whether a suitable slot existed, and what reason the patient gave for declining. A gap between practitioners is a prompt to look at those three, not a verdict on anyone's conversation.

This is the share of revenue delivered by the practitioner who earns most. A supporting figure, read beside it, is the share of patients who have only ever seen that person. Together they show how exposed the clinic is to one resignation.

If the clinic began on the founder's own treatment hours, the figure starts high, and the question is whether it falls as the team grows. Paired with rebooking, it becomes more precise: high concentration, with strong rebooking for that one person and weak rebooking for everyone else, suggests patients follow a person. Shared records, a house consultation standard and introducing a second practitioner for reviews, starting with some appointment types since some patients value continuity, can all move it. The pattern is set out in when patients follow the injector rather than the clinic.