Your finance department.
Aimline closes the books, oversees the revenue cycle, and sits in the CFO seat for ABA practices. One team, one set of numbers, and one person accountable for the distance between a delivered session and a collected dollar.
Book a 20-minute fit call What we do
Four things, in this order.
Most practices buy the first one and discover they needed all four. You can start anywhere, but nothing above the first line works until the books are right.
Bookkeeping and close
Accrual-basis books built to survive diligence, not just to file a return.
- Monthly close on a published calendar
- Your practice management system reconciled to QuickBooks monthly
- Payroll, and clinical labor split by analyst, technician and location
- P&L, balance sheet and cash flow a buyer would accept
- An executive summary, statements and a KPI pack every month
Revenue cycle oversight
We manage your biller. We do not bill.
- Authorization burn, cancellations and session conversion
- Conversion to billed, clean claims and rate integrity
- Weekly measurement against targets written into the agreement
- Legacy AR worked in parallel, not after
- Weekly check-in, weekly reporting, live dashboard
Fractional CFO
The finance chair at the table, filled part-time.
- Cash forecasting and 13-week outlook
- Payer mix, service line margin, location economics
- Pod scorecards and the bonus structure behind them
- Board and lender reporting, diligence and exit readiness
- Weekly check-in and a live dashboard, not a monthly look back
CFO advisory
For owners who want to run it themselves.
- Reading your own statements and knowing what to do about them
- Building and holding the forecast
- Running the monthly KPI review with your own team
- Making the pricing, hiring and payer calls yourself
What you actually get.
Not a QuickBooks export and not a pile of statements nobody reads. A closed month, explained — and once oversight or advisory is in play, a weekly rhythm instead of a monthly look back.
Executive summary
What happened, what changed, and what needs a decision — in plain language, not accounting language.
Financial statements
P&L, balance sheet and cash flow. Accrual, by date of service, reconciled to your practice management system.
Metrics and KPIs
Margin by service line and location, collection rate, AR aging, utilization, and the trend on each.
Weekly check-in
A standing working session with you and whoever else needs to be in the room. Decisions, not status.
Weekly reporting
The revenue cycle numbers on a seven-day cycle, against the targets in the agreement.
Live dashboards
Built on your own data, open on your desk. Authorization burn, conversion, clean claims and cash, current — not a month behind.
Two numbers most ABA owners cannot currently pull.
Same month, same practice. One of these two service lines is paying for the other.
Sample data. Your figures come from your own books and your own billing export.
We own the books. That is the whole difference.
RCM consultants who do not hold the ledger cannot tell you whether a collections gap is a real cash problem or an accounting artifact — a recoupment posted to the wrong period, revenue recognized on units that were later adjusted, bad debt buried in a contractual allowance.
Accountants who do not touch the revenue cycle can tell you the number is down, but not why, and not what to do on Monday.
We do both. So when we say a dollar is missing, we can show you where it stopped.
We do not bill. We own the layer above your biller — and the ledger underneath them.
The system said $234,000 was collectible. The real number was $140,000.
A practice asked us to audit one payer’s claims — roughly 4,400 of them across seventeen months — because collections felt slower than the reports suggested. We checked every claim against what was billed and what the payer actually paid.
The practice management system was wrong in both directions. It overstated what the payer owed by $94,000 and overstated revenue by $26,000. The largest single error was $71,000 of real cash that had cleared the bank and was never posted against a claim, so the system still showed those claims open.
Figures from a completed engagement, anonymized.
Worth being precise about what that was. A claims audit starts after a session has been converted and billed. It reconciles the back half of the cycle, claim by claim, to cash. The Leak Map starts three stages earlier — at the reservoir of hours a family has actually agreed to, the sessions that get cancelled and never come back, and the lag between a delivered session and a submitted claim.
Different instruments, different depth. Either one is enough to put oversight on the practice, because either one gives us a verified number to run against.
EvidenceSeven places an ABA practice loses money before anyone notices.
This is what owning both sides finds. Each stage is measurable, and most practices are not measuring any of them, because the numbers live in three systems that do not talk to each other — the schedule, the billing platform, and the ledger.
Who this is for.
ABA practices collecting $80K to $250K a month.
Owners who want to sell the business eventually, or who already have a sponsor.
Practices on CentralReach, ReThink, Aloha or any other real practice management system.
Anyone whose books are on cash basis and who cannot tell what a service line actually earns.
Anyone who outsources billing and cannot tell whether their biller is doing a good job.
Pre-revenue practices looking for cheap monthly bookkeeping.
Anyone who wants us to bill claims — we manage billers, we are not one.
Anyone who wants tax prep and nothing else.
Practices where the owner is not prepared to change how the schedule is run, because that is where the fix has to happen.