Free pricing & profit tool
Break-Even Calculator: Break-Even Point for a Practice
The break-even point is the number of visits where revenue equals total cost. Divide your fixed costs by the profit each visit leaves after variable costs. With $45,000 of monthly fixed costs, a $450 average visit and $133.50 of variable cost and card fees per visit, break-even is 45,000 ÷ 316.50 = 142.2, so 143 visits a month, or $64,350 in revenue.
Prepared by Prospyr · Reviewed October 3, 2026 · Free, no sign-up, runs in your browser
Rent, salaried payroll, software, insurance, loan payments.
Average revenue per visit.
Product and supplies used, per-visit commission.
Leave at 0 for plain break-even.
Shows your margin of safety.
Break-even point
143visits / month
Revenue needed
$64,350
per month
Visits per working day
6.5
Profit per visit
$316.50
after variable cost and fees (70% of price)
A planning estimate that assumes one average price and cost per visit. It is not tax or financial advice.
Profit at other volumes
| Visits / month | Revenue | Profit / loss |
|---|---|---|
| 71 | $31,950 | Loss $22,529 |
| 107 | $48,150 | Loss $11,135 |
| 142 (break-even) | $63,900 | Loss $57 |
| 178 | $80,100 | $11,337 |
| 213 | $95,850 | $22,415 |
Rows show 50%, 75%, 100%, 125% and 150% of the visit count above.
Break-even analysis: the formula
- Profit per visit (contribution) = price − variable cost − card fee
- Break-even visits = fixed costs ÷ profit per visit
- Break-even revenue = break-even visits × price (or fixed costs ÷ contribution margin, where contribution margin = profit per visit ÷ price)
These are the formulas the U.S. Small Business Administration publishes for its break-even calculator. The SBA notes that the method assumes one product or service, and suggests adding about 10% for costs you cannot predict. If your visits vary widely in price, use a blended average or run each service line on its own.
Worked example: a practice's break-even point
The inputs are the placeholders in the tool. Fixed costs are $45,000 a month, the average visit is $450, supplies and product are $120 a visit, and card fees are 3%.
| Step | Math | Result |
|---|---|---|
| Card fee per visit | 3% × $450 | $13.50 |
| Profit per visit | $450 − $120 − $13.50 | $316.50 |
| Break-even visits | $45,000 ÷ $316.50 | 142.2, round up to 143 |
| Break-even revenue | 143 × $450 | $64,350 |
| Per working day (22 days) | 142.2 ÷ 22 | 6.5 visits |
At 142 visits the practice loses $57; at 143 it earns $259.50.
How to read the break-even chart and profit table
The solid line is revenue and the dashed line is total cost (fixed costs plus variable cost on every visit). Where they cross is the break-even point. To the left of it the practice loses money; to the right, each added visit adds the profit per visit you see in the result.
The table shows the monthly profit at 50% to 150% of break-even volume. The slope of the lines is the useful part: when profit per visit is small, the practice needs a lot more volume to cover the same fixed costs, which is why raising a price a little often moves break-even more than adding marketing. Check the effect with the treatment pricing calculator.
Break-even for equipment, a new room or a new provider
The same math answers expansion questions. Put the added monthly cost (a lease payment, a provider's salary, a second room) in fixed costs and see how many added visits it takes to cover it. Compare that with what you can book. If you are still planning a launch, the med spa startup cost calculator estimates what the fixed costs will be.
Once you are open, Prospyr analytics shows actual visits and revenue by month so you can compare against the break-even line, and online scheduling helps fill the open slots.
Frequently asked questions
How do you calculate the break-even point?
Break-even visits equal fixed costs divided by (price − variable cost per visit). The SBA gives the same formula: break-even units = fixed costs ÷ (sales price per unit − variable cost per unit). Round up to a whole visit, since 142.2 visits means you need 143 to cover costs.
How do I find break-even revenue?
Multiply the break-even visits by your average price, or divide fixed costs by the contribution margin. In the default example, 143 visits × $450 is $64,350. The SBA writes it as break-even sales dollars = fixed costs ÷ contribution margin.
What counts as a fixed cost and what counts as variable?
Fixed costs stay the same whether you see 10 patients or 200: rent, salaried payroll, software, insurance and loan payments. Variable costs rise with each visit: product, supplies, and per-visit commissions. The SBA also notes semi-variable costs, which have a fixed part and a variable part; split them into the two columns.
Why are card fees treated as a variable cost?
A card fee is a percentage of the sale, so it grows with every visit. The calculator subtracts it from the price along with your product cost to get the profit per visit. Enter 0 if you do not want to count it.
What is a margin of safety?
It is how far your current volume sits above break-even, as a percent of current volume. If you book 200 visits a month and break even at 142, you could lose about 29% of visits before you start losing money. Enter your current visits to see it.
How do I use break-even to set a profit goal?
Add the monthly profit you want to the fixed costs, then divide by the profit per visit. The same $45,000 of fixed costs plus a $10,000 goal needs 174 visits a month. Use the optional profit goal field to run it.
What if the calculator says there is no break-even point?
It means each visit costs more than it earns after variable costs and card fees. Selling more only increases the loss. Raise the price, lower the per-visit cost, or check that you have not put a fixed cost in the variable field.
Sources and scope
- SBA: Calculate your startup costs and break-even point
Publishes the break-even formulas (units = fixed costs ÷ (price − variable cost); sales dollars = fixed costs ÷ contribution margin), the definitions of fixed, variable and semi-variable costs, and the single-product assumption.
A planning estimate based on one average price and cost per visit. It is not tax, legal or financial advice, and the example numbers are placeholders.