MarinoDMC
Ungated med-spa reporting worksheet

Is your reporting ready to run the business?

Test the controls behind revenue, operating metrics, refreshes, and follow-through. Your selections are used only on this page and are not sent to MarinoDMC. Refreshing the page clears them. No email or patient information is required.

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Business data only

Keep patient and clinical information out of this exercise.

Use system names, aggregate totals, metric rules, control evidence, and owner roles. Do not enter or send patient names, contact details, appointment notes, treatment details, medical records, or other protected health information (PHI). This page does not ask for free-text responses and does not store your selections.

Readiness check

Score the reporting system behind the dashboard.

Mark “Yes” only when you could point to current evidence. Use “Partly” when the practice exists but is informal, incomplete, or inconsistently applied.

0/16 answered · 0/32 points
View score summary
01

Revenue reconciliation

Confirm that booked activity, cash received, and finance totals can be explained without silently forcing unlike numbers to match.

0/4 answered · 0/8
01.1We have named sources of truth for booked revenue, collected revenue, refunds, and finance totals.

Evidence to look for: Look for a source register that names the system, report, field, owner, time basis, and extraction method for each total.

01.2We can walk from gross activity to the management total using documented adjustments.

Evidence to look for: The bridge should state how refunds, discounts, tax, tips, gift cards, packages, membership credits, chargebacks, and timing differences are handled.

01.3Booking, payment, and finance totals are reconciled on a recurring schedule with an agreed tolerance.

Evidence to look for: A dated control should show compared totals, the variance, the tolerance, the reviewer, and whether the period was accepted or escalated.

01.4Unexplained differences enter an exception log with a named owner and due date.

Evidence to look for: A useful log keeps the period, amount, likely cause, affected report, owner, next step, and resolution rather than overwriting the difference.

02

Metric definitions

Make the label, calculation, grain, eligibility rules, and time basis clear enough that two people reproduce the same result.

0/4 answered · 0/8
02.1Our core operating metrics have written definitions, including the six terms in the reference below.

Evidence to look for: Check for booked revenue, collected revenue, rebooking, utilization, membership retention, and provider revenue credit at minimum.

02.2Each definition states its grain, date basis, statuses, exclusions, and treatment of reversals or late changes.

Evidence to look for: A formula alone is not enough; confirm whether it counts visits, clients, transactions, hours, members, providers, or locations and when each record enters the period.

02.3The people accountable for operations and finance have agreed which definition is used for each decision.

Evidence to look for: Look for an approval, meeting decision, or maintained data dictionary rather than relying on an analyst's private interpretation.

02.4Definition changes are dated, reviewed, and communicated before historical comparisons are republished.

Evidence to look for: The record should show what changed, why, who approved it, the effective date, and whether prior periods were restated.

03

Refresh and reliability

Make stale, partial, duplicated, or structurally changed data visible before a manager acts on it.

0/4 answered · 0/8
03.1Every management view shows its data-through time and the status of its latest refresh.

Evidence to look for: The visible timestamp should describe source-data freshness, not only when someone opened or republished the dashboard.

03.2Failed or late refreshes notify a named responder through a channel the team actually monitors.

Evidence to look for: Confirm the expected schedule, lateness threshold, alert destination, responder, backup, and escalation path.

03.3Automated controls check completeness, duplicates, key fields, and material total changes.

Evidence to look for: Controls should cover row counts and business totals by source and period, not just whether the pipeline returned a success code.

03.4Source-field or status changes are tested before they alter a published metric.

Evidence to look for: Look for schema-change detection, a small set of regression cases, and a release check tied to the metric dictionary.

04

Actionability and ownership

Connect each recurring number to a review rhythm, decision, threshold, and accountable role.

0/4 answered · 0/8
04.1Every recurring report answers a named operating question or supports a specific decision.

Evidence to look for: Examples include adjusting available hours, investigating a revenue variance, following up on membership risk, or changing a service mix test.

04.2Each metric has an accountable owner, review cadence, and threshold for action.

Evidence to look for: The owner should know when the metric is reviewed, what movement needs investigation, and who can authorize a response.

04.3Managers can move from a group trend to the approved service, provider, team, or location detail needed to investigate it.

Evidence to look for: The drilldown should preserve the same definition and access boundary, with suppression where a view would expose sensitive or misleading detail.

04.4Review decisions and follow-up actions are recorded so the team can see whether the intervention worked.

Evidence to look for: Keep the observed issue, decision, owner, due date, expected effect, and next review alongside the reporting rhythm.

Metric reference

Give familiar labels operational definitions.

These working definitions are starting points, not universal standards. Replace each one with the rule your owners approve, then keep the label, formula, time basis, grain, inclusions, exclusions, and source fields together.

Booked revenue

D01

The agreed value of qualifying appointments assigned to a period using a stated date basis. It represents scheduled activity, not cash received.

Decisions to document
  • Booking date or appointment date
  • Included appointment statuses
  • Listed price or expected net value
  • Packages, discounts, deposits, cancellations, and reschedules

Collected revenue

D02

Funds actually received in the period under an agreed cash definition, with payment timing and adjustments made explicit.

Decisions to document
  • Gross or net of refunds and chargebacks
  • Tax and tips included or excluded
  • Gift-card and package sale versus redemption
  • Membership payments, credits, and processor timing

Rebooking

D03

The share of eligible completed visits or clients that create another qualifying appointment within the agreed window.

Decisions to document
  • Visit-level or client-level denominator
  • Window and qualifying future status
  • Same service or any eligible service
  • Standing appointments, cancellations, and new clients

Utilization

D04

Qualifying booked or delivered provider time divided by the provider time made available for comparable work.

Decisions to document
  • Booked, completed, or productive hours
  • Working availability source
  • Breaks, training, leave, blocks, and no-shows
  • Provider, service, room, and location constraints

Membership retention

D05

The share of an eligible starting member cohort that remains active at the end of the stated period under documented status rules.

Decisions to document
  • Cohort and observation window
  • Active, paused, past-due, and cancelled statuses
  • New joins and reactivations
  • Plan changes, upgrades, and grace periods

Provider revenue credit

D06

The documented rule that assigns revenue credit to a provider for management reporting; it is not automatically the same as payroll or cash collection.

Decisions to document
  • Booking, rendering, selling, or collecting provider
  • Splits and team-delivered services
  • Retail, packages, memberships, and redemptions
  • Refunds, transfers, corrections, and effective date
Definition check: Ask one operations owner, one finance owner, and one report user to calculate the same recent period independently. A disagreement is useful evidence of a rule, source, or grain that still needs to be made explicit.
Example next step

Turn low scores into a gap map.

Start with observable reporting behavior, then name the smallest useful control and the role accountable for it. The sample below is entirely fictional and is not a client result, benchmark, or description of any specific business.

Gap
Booked revenue changes depending on the report opened
Observed signal
Scheduling view uses appointment date; the weekly export uses booking-created date.
First useful control
Choose the operating question, document one time basis, and retain the other as a separately named metric.
Owner role
Operations + finance
Gap
Rebooking rate cannot be reproduced
Observed signal
One team member counts future appointments per visit; another counts unique returning clients.
First useful control
Fix the denominator, eligible statuses, and look-forward window; test the definition on a small known sample.
Owner role
Operations lead
Gap
Provider view looks current after a failed source load
Observed signal
The dashboard publish time updates, but the source data-through date does not.
First useful control
Display source freshness, set a lateness alert, and stop or label publication when a required source is incomplete.
Owner role
Reporting owner
Gap
Provider revenue ranking is disputed
Observed signal
Package sales credit the seller while redemptions credit the rendering provider, without a written rule.
First useful control
Separate sales and service-delivery views, document allocation rules, and keep payroll logic out unless specifically approved.
Owner role
Finance + operations
1. Preserve the gapDo not hide unexplained differences just to make a dashboard look complete.
2. Fix the controlPrefer a reconciled rule, check, or owner before another chart or filter.
3. Retest the decisionConfirm the repaired report changes what the owner can decide or investigate.
Free reporting assessment

Choose the first gap worth fixing.

Bring the scorecard result to a 30-minute assessment. We will map the business systems, clarify the reporting decision, and recommend a practical first scope. You will receive a concise Reporting Gap Map within 2 business days.

Book a reporting assessmentPrefer email? hello@marinodmc.com

Scheduling opens in Calendly. Do not include patient, clinical, or protected health information in the booking form or follow-up materials.