Invo Healthcare is the nation's leading provider of behavior, mental health, and therapy
services in schools — serving over 70,000 children annually with 2,500+ clinicians across
27 states. But at this scale, strategic decisions were flying blind.
The community healthcare space is notoriously complex. Revenue comes from multiple sources:
Medicaid reimbursements, federal grants, school district contracts, insurance payments. Costs
are distributed across clinicians, supervisors, travel, materials, and administrative overhead.
Understanding whether a specific community, district, or service line is actually profitable
requires attributing costs and revenues at a granular level — something most healthcare
organizations simply cannot do.
Leadership needed answers to critical questions: Which communities should we expand into?
Which service lines are underperforming? Where are we losing money without realizing it?
Without a bottom-up profitability model, these decisions were based on intuition rather
than evidence — a risky approach for a company with $750M in annual revenue.