Virtual CFO Randwick | Sydney Virtual CFO
A virtual CFO for Randwick health-precinct founders and practice groups: revenue per practitioner, room utilisation, and the margin effect of practitioner…
Randwick’s health precinct has grown a dense cluster of practice groups, and the multi-practitioner ones run on economics most owners have never fully modelled: revenue per practitioner per session, how well the rooms are used, and how the split arrangements with practitioners shape the margin. A virtual CFO engagement here builds those numbers, strictly on the economics and never the clinical side.
Published: July 2026
Randwick is anchored by the Randwick Health and Innovation Precinct, described by UNSW as the largest co-located health precinct in NSW, bringing together four hospitals, UNSW, and a cluster of research institutes across Botany Street. Around that anchor sit practice groups and health-adjacent businesses, and the ones this page serves are the multi-practitioner operations run as businesses.
The economics of a multi-practitioner practice are specific. Revenue depends on how many practitioners work, how fully their sessions are booked, and how the rooms are used across the week, while the margin is shaped heavily by the commercial split between the practice and its practitioners. This is business modelling, not clinical work, and the line matters: there is no clinical content or billing advice here, only the economics of running the practice.
The first is revenue per practitioner per session: what each practitioner generates in a booked session, which is the building block of the whole model and often varies more between practitioners than owners expect.
The second is room utilisation: how fully the practice’s rooms are booked across the operating week, because empty rooms are fixed cost with no revenue against them, the practice equivalent of an idle production line. The third is the practitioner split and its margin effect: how the percentage arrangements with practitioners shape what the practice actually keeps, which is frequently the difference between a busy practice and a profitable one.
For a Randwick practice the natural deliverable is a practice economics model tying revenue per practitioner, room utilisation, and split arrangements to the practice’s true margin. Take a multi-practitioner group at $3M revenue: the model shows two practitioners generating well above the others per session, rooms sitting empty on two weekday mornings that carry full fixed cost, and a split arrangement that leaves the practice thin once those costs are covered. Each is a lever the owner can now adjust. This is a fixed 90-Day Number engagement at $17,850 plus GST, yours to run. The capacity thinking connects to capacity modelling for services firms.
Scoped, fixed, finite: one deliverable, ninety days, handed over with a working session, no retainer or auto-renewal. The same approach serves founders nearby in Bondi Junction and Camperdown.
A useful virtual CFO engagement in this postcode does not end with a thicker reporting pack. It ends with one artefact the founder can run without us: usually a 13-week cashflow tied to real pipeline and payroll, a unit economics or margin view that changes pricing or hiring, a fundraise-ready model if a raise is inside a year, or a board pack that replaces slide theatre with two or three decisions. The commercial wrapper is fixed: the 90-Day Number is $17,850 plus GST, paid in three instalments, one named deliverable by day 90. No open-ended retainer required to get a finished tool.
If you already have a bookkeeper, keep them. This work sits on top of clean actuals; it does not replace bank reconciliation. If your actuals are not trustworthy, fix the ledger first, then build the decision layer. Nearby founders in linked suburbs face the same shape of problem with different industry textures, use the internal links in this article to compare, then choose the deliverable that answers the question that is actually expensive right now.
Sydney Virtual CFO’s front-door product is the 90-Day Number: one named deliverable in ninety days for $17,850 plus GST, typically paid as three instalments of $5,950. That is deliberately different from the common Australian virtual CFO retainer band often quoted around $3,000-$8,000+ per month open-ended. Project pricing fits founders who need a finished cashflow, model, unit-economics build or board pack they can run, not an indefinite meeting cadence. If you need ongoing fractional CFO after day 90, that is a separate, scoped decision, not an automatic rollover. If you only need bookkeeping, this is the wrong product; keep a bookkeeper and use virtual CFO work for decisions on top of clean actuals.
What is revenue per practitioner per session?
It is what each practitioner generates in a fully booked session, the building block of a multi-practitioner practice’s economics. It often varies more between practitioners than owners expect, and understanding that spread is the first step to seeing which parts of the practice carry it and where utilisation or pricing could improve.
Why does room utilisation matter so much?
Because rooms are largely fixed cost: staffed and leased whether or not they are booked. An empty room on a weekday morning is cost with no revenue against it, the practice equivalent of an idle production line. Measuring utilisation across the week shows where capacity is being wasted and what filling it would add to margin.
How do practitioner splits affect the practice’s margin?
The percentage arrangements between the practice and its practitioners determine what the practice keeps after the practitioner is paid. A generous split can leave a busy practice with thin margin once fixed costs are covered. Modelling the split against the true cost of running the rooms shows whether the arrangements are sustainable or quietly eroding the practice’s profit.
Do you provide clinical or Medicare billing advice?
No. This work is strictly the economics of running the practice, revenue per practitioner, utilisation, splits, and margin. Clinical matters and Medicare or health-fund billing advice sit entirely outside a virtual CFO’s remit and belong with your clinical leadership and specialist billing advisers.
Do you handle our practice-management software?
No. A virtual CFO uses the data your practice-management system produces to build the economics model; running the software is an operational function. The CFO layer sits on top, turning booking and revenue data into the margin picture that drives your decisions.
What does it cost?
A fixed $17,850 plus GST for one named deliverable by day 90, no retainer. The common Australian alternative is an open-ended monthly retainer at $3,000 to $8,000; the project-based model is deliberately different and rare in this market.
What happens after ninety days?
You keep the model and run it yourself. There is no default roll-on to a retainer; a further deliverable is scoped separately if needed.
Sydney Virtual CFO is a Sydney-based virtual CFO service for founders running $2M to $15M businesses across SaaS, ecommerce, professional services, construction, and other low-volume, high-value industries. We deliver fixed-scope CFO engagements with a named deliverable on day 90: a 13-week cashflow forecast, a fundraise-ready financial model, a unit economics build, or a board reporting pack you can run on your own.
Our front-door product, the 90-Day Number, is fixed scope at $17,850 plus GST. We are one of the few project-based virtual CFOs in Australia, in a market built almost entirely on monthly retainers. No retainers without a deliverable. No 80-page reports. No theatre.
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This content is general information only, written for Australian founders running businesses in the $2M to $15M revenue range. It does not constitute tax, financial product, investment, or legal advice and should not be relied on as such. The work referenced is led by a Chartered Accountant (CA ANZ), but Sydney Virtual CFO is not a licensed tax agent, not a licensed financial adviser, and not authorised to provide personal financial advice. Tax obligations, accounting treatments, fundraise terms, and statutory requirements depend on your individual circumstances. For advice specific to your business, contact the team directly or consult a registered tax agent, licensed financial adviser, or qualified lawyer. Information was current at the time of publication and may change without notice. We review and update guides periodically.
