DPC Business Plan: A Working Template for Physicians

Build a Decision Document, Not a Sales Deck

A useful DPC business plan should tell the physician, advisers, and any prospective lender what must be true for the practice to open and remain viable. It is a working model, not a promise and not a generic description of the DPC industry.

Keep the narrative concise. Put the assumptions, sources, responsibilities, and decision triggers where a reviewer can find them.

1. Write the One-Page Summary Last

The summary should identify:

If a number is still an estimate, label it as an estimate and name the source that will replace it.

2. Use Local Market Evidence

National DPC growth does not prove demand at a specific address. Build the market section from evidence that can be checked:

The U.S. Census Bureau business and economy tools can support local market research. The HRSA shortage-area dashboard can add access context, but a shortage designation is not proof that patients will buy a membership.

Record the date, geography, and source for each market input. Treat expressions of interest as research, not enrolled members or contracted revenue.

3. Make the Revenue Math Auditable

Define these variables:

Then show the formulas:

Use collected revenue after discounts, failed payments, and refunds. Keep excluded services or other revenue on separate lines, with separate volume and collection assumptions.

Break-even must be defined before a member count is quoted. For operating break-even before owner compensation, divide monthly operating expenses by collected monthly revenue per active member. For an owner-compensation target, add that target to expenses first. Freedom's displayed scenarios are planning models, not a network average or timing promise.

4. Build Startup Capital From the Actual Launch

Freedom's three planning scenarios model $55,000-$180,000+ in physician-funded startup capital, depending on space, build-out, equipment, staffing, and runway. These are planning models, not an industry-average claim.

The capital schedule should show the source or quote for:

The monthly partnership fee includes Freedom Healthworks' structured launch services. Lease, build-out, equipment, staffing, and operating runway remain physician-funded practice costs.

Keep household runway separate from practice capital so the plan does not hide personal cash needs inside a business expense line.

5. Show Three Scenarios With the Same Variables

Use one model and change only identified assumptions:

For every scenario, show monthly cash, ending cash, active members, collected revenue, operating expenses, debt service, and owner draws. Do not convert an upside case into the headline forecast.

6. Define How the Practice Will Operate

The plan should state:

A plan is incomplete when the revenue model assumes work that has no owner, budget, or capacity.

7. Prepare the Financing Version for the Actual Lender

If outside capital is being considered, ask the lender for its current document list and underwriting requirements. The SBA business-planning guidance describes common planning and projection materials, but the lender controls the application, eligibility, collateral, guarantees, terms, timing, and approval.

Freedom Healthworks does not make or approve loans. It can coordinate introductions to third-party lenders when financing is part of a launch plan.

8. Set Decision Gates Before Commitments

Document the conditions that must be met before:

Each gate should have an owner, evidence requirement, deadline, and fallback. That turns the business plan into a launch-control document instead of a file that is finished once and ignored.

Keep the Model Current

Replace estimates with signed terms, vendor quotes, and actual enrollment data as they become available. Review cash, members, collected revenue, expenses, and runway every month.

Use the startup-cost scenarios to structure the capital model, the patient-panel calculator to test revenue targets, and the practice-financing guide to prepare for a lender conversation.