Moxie Medspa Benchmarks — What Good Looks Like

The Big 4

The four numbers that matter most: your growth, plus the three biggest levers that move it.

Metric	Green	Yellow	Red	Why it matters
Same-store revenue growth Net revenue this quarter vs. the same quarter last year.	30%+	0–29%	Declining	Growth is the scoreboard — everything below is how you move it. Best-in-class at this size: ~70%.
New patients per month Patients whose first-ever completed visit happened that month.	25+	16–24	<16	Each +1 new patient per month ≈ $16K/yr for a typical practice.
180-day return New patients back for a second visit within 6 months.	65%+	55–64%	<55%	Each +1 point of retention ≈ $16K/yr — the single biggest dollar lever on this sheet for most practices.
Average order value All revenue — services, retail, packages — per completed visit.	$550+	$425–549	<$425	Each +$25 per visit ≈ $29K/yr — the fastest-acting lever here: repricing and add-ons hit immediately.

Core operations

Keeping patients coming back and your calendar full.

Metric	Green	Yellow	Red	Why it matters
90-day new-client return Of your new patients, how many come back for a second visit within 90 days.	55%+	45–54%	<45%	Same retention lever, earlier signal — every point of return rate ≈ $16K/yr at typical practice size.
12-month return New patients back for a second visit within a year.	70%+	60–69%	<60%	A patient who returns within the year is the difference between buying one visit and buying a relationship.
Rebooking within 24 hours Appointments where the patient books their next visit within 24 hours.	45%+	30–44%	<30%	Patients rebooked at checkout return at nearly 2× the rate — for practices below green this is typically worth ~$4K/mo in repeat revenue.
Visits per patient per year Completed visits per active patient over the trailing 12 months.	3+	2–2.9	<2	Each extra visit per patient per year ≈ one full average ticket — on a 500-patient book that's $200K+ of frequency headroom.
Cancellation + no-show rate Share of scheduled appointments that cancel or no-show — lower is better.	<17%	17–26%	>26%	Each recovered slot is a full ticket back; each −1 point of no-show ≈ $7K/yr for a typical practice.
Provider utilization Booked service hours as a share of the hours you post as available.	70%+	40–69%	<40%	Each additional booked provider-hour per week ≈ $31K/yr of revenue capacity.
Pre-booked patients Share of active patients who already have their next appointment on the calendar.	20%+	10–19%	<10%	Every pre-booked patient is revenue you don't have to win back — the best practices run 30%+.
New patients as % of appointments Share of completed appointments that are first-time patients.	40%+	30–39%	<30%	Smaller practices need a bigger share of first-timers — each extra one per month ≈ $16K/yr once retained.
Net profit before taxes What's left of every revenue dollar after cost of goods and operating expenses.	25%+	15–24%	<15%	Each +1 point of margin ≈ $7.2K/yr kept — pricing, product costs, and payroll structure are the levers.

Growth levers

Where the next tier of revenue comes from.

Metric	Green	Yellow	Red	Why it matters
Membership penetration Share of your active patients on an active membership.	10%+	3–9%	<3% or no program	Members visit more, spend more, and stay longer — 20%+ is the aspirational target for a well-designed program.
Add-on rate Visits where the patient adds a second service or a retail product.	35%+	25–34%	<25%	Add-ons move ticket size without repricing — each +$25 of average ticket ≈ $29K/yr.
Consult→treatment conversion Consultations that lead to a completed treatment within 60 days.	60%+	45–59%	<45%	Every extra converted consult per month is a new treated patient ≈ $16K/yr.
New-client revenue share Share of your revenue that comes from patients on their first visit.	45%+	30–44%	<30%	A balance gauge: too low means the funnel has dried up; well above green, check the retention numbers instead.
Lead→booked conversion Share of new leads from Meta ads that turn into a booked appointment.	20%+	10–19%	<10%	Each extra booked-and-shown lead per month ≈ +1 new patient ≈ $16K/yr.
Marketing spend (% of revenue) Total marketing spend as a share of revenue.	8%+	3–7%	<3%	Under-spending is the most common growth ceiling — practices below 3% are choosing not to grow.
First-visit marketing ROI Revenue from new patients' first visits ÷ ad spend that acquired them.	3x+	1.5–3x	<1.5x	A 3x floor keeps every marketing dollar accountable — below 1.5x, fix the funnel before adding spend.
Top-provider revenue concentration Share of revenue from your single highest-producing provider.	<50%	50–70%	>70%	When one provider is most of the revenue, one resignation is most of the risk.

Full P&L benchmarks

Every line as a share of monthly revenue — all sizes shown side by side.

P&L line	$50–100k/mo	$100–250k/mo	$250k+/mo
Margin
COGS	G: <25%Y: 25–35%R: 35%+	G: <25%Y: 25–35%R: 35%+	G: <22%Y: 22–30%R: 30%+
Gross margin	G: 70%+Y: 60–70%R: <60%	G: 70%+Y: 60–70%R: <60%	G: 72%+Y: 62–72%R: <62%
Operating expenses
Payroll (incl. owner draw)	G: 0–20%Y: 20–40%R: 40%+	G: 0–25%Y: 25–40%R: 40%+	G: 0–30%Y: 30–45%R: 45%+
Rent + utilities	G: 0–8%Y: 8–12%R: 12%+	G: 0–6%Y: 6–10%R: 10%+	G: 0–5%Y: 5–8%R: 8%+
Marketing	G: 5%+Y: 3–5%R: <3%	G: 4%+Y: 3–4%R: <3%	G: 4%+Y: 3–4%R: <3%
Software & vendors (non-Moxie)	G: 0–1%Y: 1–2%R: 2%+	G: 0–1%Y: 1–2%R: 2%+	G: 0–1%Y: 1–2%R: 2%+
Devices & interest expense	G: 0–2%Y: 2–4%R: 4%+	G: 0–2%Y: 2–4%R: 4%+	G: 0–2%Y: 2–4%R: 4%+
Payment processing	G: 0–2.5%Y: 2.5–4%R: 4%+	G: 0–2.5%Y: 2.5–4%R: 4%+	G: 0–2.5%Y: 2.5–4%R: 4%+
Medical director	G: 0–2%Y: 2–3%R: 3%+	G: 0–1%Y: 1–2%R: 2%+	G: 0–0.5%Y: 0.5–1.5%R: 1.5%+
Small / other opex	G: 0–5%Y: 5–10%R: 10%+	G: 0–5%Y: 5–10%R: 10%+	G: 0–6%Y: 6–12%R: 12%+
Bottom line
Profit	G: 25%+Y: 15–25%R: <15%	G: 25%+Y: 15–25%R: <15%	G: 25%+Y: 15–25%R: <15%

Other relevant metrics

Worth watching — these support the core benchmarks.

Metric	Green	Yellow	Red	Why it matters
Lead response time Typical minutes to first response to a new lead during business hours.	<10 min	10–60 min	>60 min	Leads go cold fast — the fastest practices respond in minutes and win the booking before the patient's next search.
Phone answer rate Share of incoming calls answered live.	95%+	85–94%	<85%	Every missed call is potentially a missed booking — one recovered booking a week ≈ one full ticket a week.
Non-owner payroll % Team payroll (excluding what you pay yourself) as a share of income — an allowance that grows with scale, not a score to minimize.	≤6%	6–14%	>14%	A guardrail, not a dollar lever — near-zero payroll at $50k+/mo usually means the owner is doing jobs a $25/hr hire should be doing.
Retail % of service revenue Retail product sales as a share of your service revenue.	15%+	10–14%	<10%	Retail buyers spend meaningfully more on services too — attach is pure margin.
Package / bundle share of spend Share of patient spend that comes through packages or bundles.	30%+	10–29%	<10%	Prepaid commitment = locked-in return visits.
Revenue per provider (annual) Annual revenue divided by your number of providers.	$300K+	$250–300K	<$250K	The core capacity-earnings metric; pairs with utilization.
Discount rate Discounts as a share of gross revenue — lower is better.	<10%	10–20%	>20%	Discounting above 20% doesn't buy growth — it just gives margin away.
Team revenue independence Share of revenue delivered by non-owner providers.	—	—	—	The practice runs without the owner in the room — the scalability test.
Lapsed patients uncontacted Patients inactive 6+ months with no outreach from you — lower is better.	0%	<5%	>5%	Every uncontacted lapsed patient is recoverable revenue nobody is chasing.

— Team revenue independence is scored from $50k/mo up — smaller practices are typically owner-only.