Fractional CFO Services for Senior Living & Care Facilities
Strategic financial leadership to improve occupancy economics, control labor-driven margins, and strengthen regulatory financial readiness—without adding a full-time executive cost layer.
Bennett Financials partners with operators and leadership teams to turn census, staffing, and reimbursement complexity into clear financial decisions—so care quality is supported by sustainable operating performance.
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Building Your Roadmap
Financial Strategy Built for Occupancy, Labor, and Margin
Senior living and care facilities operate on a different financial engine than most businesses: revenue is tied to occupancy and payor dynamics, while labor is a high fixed cost that must meet service expectations and regulatory standards. When census shifts or staffing drifts, margin can compress quickly—often without clear visibility into what changed and why.
We help senior living operators build a CFO-grade financial operating model that connects occupancy, staffing, and cost drivers into one decision-ready view. The goal is predictable performance: clearer unit economics, better labor control, and financial planning that supports both growth and operational stability.
Where Facilities Lose Margin (and How We Create Control)
Most margin erosion in care facilities comes from compounding operational pressure: overtime becomes the default, agency labor grows, occupancy changes aren’t modeled financially, and costs are tracked in aggregate rather than by care level. Meanwhile, reporting requirements and reimbursement documentation create additional pressure—especially when leadership needs confidence that financial processes are consistent and defensible.
We help operators regain control by building visibility into the drivers that matter: cost-per-resident day by level of care, labor as a percentage of revenue, NOI movement, and occupancy-driven revenue sensitivity. With clearer metrics and forward planning, leadership can adjust staffing and spending earlier, protect margin, and scale with fewer surprises.
How We Support Senior Living Leadership
We act as a strategic finance partner—bringing structure to planning, performance visibility, and financial decision-making across operations and compliance-driven reporting cycles.
Cost-Per-Resident Day (CPRD) and Level-of-Care Economics
We help establish clear CPRD visibility by service level (assisted living, memory care, skilled nursing) so profitability and cost drivers are measurable—not assumed.
Staffing and Labor Cost Control
We connect labor strategy to financial outcomes—staffing ratios, overtime patterns, agency use, and scheduling discipline—so facilities can protect margin while maintaining operational standards.
Occupancy and Revenue Forecasting
We model revenue sensitivity to census changes and help leadership understand how marketing, move-ins/move-outs, pricing, and mix affect cash flow and margin.
Regulatory Financial Readiness and Reporting Discipline
We strengthen financial processes, documentation, and reporting cadence so leadership is prepared for reimbursement-related reporting cycles and operational reviews without last-minute scrambles.
A CFO Framework Focused on Sustainable Care Profitability
Our work strengthens the financial engine behind the facility—so care delivery is supported by stable margins, disciplined planning, and leadership confidence.
Core Areas of Impact
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CPRD clarity by level of care and operational driver
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Labor cost visibility tied to staffing decisions and margin impact
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Occupancy-based forecasting and revenue sensitivity modeling
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KPI reporting that supports operator decisions, not generic statements
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Financial process discipline that supports audit and reporting readiness
Outcome-Oriented Perspective
When staffing, occupancy, and unit economics are visible and planned forward, performance becomes predictable. That’s how facilities protect margin, reduce volatility, and build a more resilient operation as they grow.
“With Arron's leadership, we grew from zero to $300K MRR. His skills in finance and strategy have been invaluable. Aaron is more than a fractional CFO; he’s a dedicated partner who safeguards our brand and supports our growth.”
Taylor Hersom
Eden Data, Chairman
Frequently Asked Questions
What does a Fractional CFO do for a senior living or care facility?
A Fractional CFO provides strategic financial leadership focused on the facility’s key drivers—occupancy economics, labor-driven margins, unit-level cost visibility, forecasting, and leadership reporting. The goal is predictable performance and better decision-making.
What is Cost-Per-Resident Day (CPRD) and why does it matter?
CPRD is total operating cost divided by resident days over a period. It matters because it’s a practical unit of measurement for profitability—especially when segmented by level of care—helping leadership understand where margin is strong and where costs are drifting.
How can a Fractional CFO help reduce labor cost without harming care quality?
Labor cost control comes from visibility and planning: understanding overtime drivers, staffing patterns, agency reliance, and scheduling discipline. A CFO helps connect those operational decisions to financial impact so leaders can protect margin while maintaining standards.
How do you forecast occupancy and revenue for a facility?
Occupancy forecasting typically models move-ins, move-outs, length of stay, pricing, and payor/service mix. A CFO helps translate census movement into revenue and cash flow impact so staffing and spending decisions can be made proactively.
What KPIs matter most for senior living financial performance?
Common KPIs include occupancy rate, CPRD by care level, NOI margin, labor cost as a percentage of revenue, overtime and agency utilization, and revenue per occupied unit. The best KPI set depends on facility type and operating model.
How do you evaluate profitability by service level (assisted living vs memory care)?
Profitability by service level requires allocating labor, supplies, and overhead appropriately and tracking CPRD and contribution by care tier. A CFO helps set up reporting so leadership can see which tiers drive value and where adjustments are needed.
When should a senior living operator hire a Fractional CFO?
Operators typically consider a Fractional CFO when margins feel volatile, labor costs drift, occupancy planning is unclear, multi-site complexity increases, or leadership needs stronger financial visibility for expansion and operational stability.
Case Studies
“He’s more than just a CFO—he brings creative ideas, deep experience, and valuable insights from different industries that have transformed our business.”
Daniel Passarelli
Co-Founder, RHFL
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