Med Spa CFO

Fractional CFO for Med Spas

Med spas grow on marketing and momentum, then hit the wall where the calendar is full but the profit isn't. That wall is almost always a mix problem — the wrong treatments, the wrong provider economics, the wrong package pricing. A fractional CFO finds it in the numbers before it finds you in the bank account.

Every service line has a different economic engine

Injectables, laser, body, memberships, and retail don't earn money the same way. One carries high product cost, another is nearly pure margin on a provider's time, and a third only works if the room stays full. A blended P&L averages them into a number that tells you the business is fine while a specific service line quietly loses money.

A CFO breaks margin out by service and by provider, so you can build the schedule and the pricing around what actually pays — not around whatever the last marketing push filled the calendar with.

The metrics behind pricing, providers, and the next location

Revenue per treatment room, per injector hour, and per marketing dollar; membership and package liabilities earned over time; retail attach and product margin — these decide whether you're building profit or just volume. Package revenue collected up front is not profit until the service is delivered, and treating it as cash-in-hand is how a booming spa runs short.

We model the unit economics and a real cash forecast, so provider comp, package pricing, and the second-location question all come with a number instead of a hunch.

How Kaizen runs it

You get a senior CFO a few days a month on top of clean books that recognize memberships and packages correctly. We break out margin by service line and provider, track marketing ROI and retail margin, run a rolling cash forecast, and build the model behind your next hire or location.

It's the difference between a fully booked spa and a profitable one. Those overlap less often than the calendar suggests, and the gap is exactly what we're hired to close.

What's included

Margin by service line — injectables, laser, body, memberships, retail
Provider-level productivity and profitability
Membership and package revenue recognized as delivered, not on sale
Marketing ROI and customer-acquisition-cost tracking

Retail attach rate and product-margin reporting
13-week rolling cash forecast
Second-location and provider-hire scenario models
Monthly board-ready KPI and margin pack

Most med spas start with the 1-2-3 CFO™ Reset: Month 1 clean the books and fix membership/package revenue, Month 2 stand up service-line margin and cash forecasting, Month 3 the first real board pack.

Pricing

$4,000–8,000/mosenior CFO, fractional · scoped to service lines and size · no contract

~$200K+/yrwhat a full-time med-spa CFO costs fully loaded, benefits and bonus included

Days, not a hiresenior CFO judgment a few days a month, on top of a real finance team

Decisions with mathpricing, provider, and location calls backed by unit economics, not a hunch

Straight answers

We have a bookkeeper. Why a CFO?

A bookkeeper keeps the numbers right; a CFO decides what to do with them — service mix, provider comp, package pricing, expansion. Many clients keep their bookkeeper and add us for the strategy layer.

Can you show margin by service line and injector?

Yes, and it's usually the first thing owners actually want. We split margin by service and by provider so you can build the schedule around what pays, not just what's busy.

How do you handle memberships and packages?

Revenue is recognized as the service is delivered, not when it's sold. That keeps a booming month honest and shows the real liability sitting on your books.

What size spa is this for?

Usually $2M+ or anyone eyeing a second location. A single, tidy location may just need a good bookkeeper and clean reporting — we'll tell you if that's you.

Free 20-minute books assessment

We'll show you the five things we'd fix first in your books — useful whether you hire us, hire someone, or do neither.

Talk to Sales

Or call us directly: +1 786 789 0969