Operator · for allied health clinics doing $1M to $3M

You built the business.
Operator builds the asset.

Past $1M, the clinic is often still built around the owner. Revenue has grown, but the job hasn't become smaller. Operator builds the commercial systems, management structure and accountability that allow the business to operate beyond you.

Operator is taking a waitlist. Joining the waitlist registers your interest. There is no start date yet; you hear from us when the next intake is confirmed.

A short questionnaire, then a conversation. Shane Gunaratnam reads every application himself.

The distinction

A business you run, or an asset you own

The difference is not size. A $2M clinic can be a job with a payroll attached. A $1.2M clinic can be an asset. Three things decide which one you have.

• It produces regular profit after everyone is paid properly, including you, at the market rate for the work you actually do in it.
• It runs on systems, not on your presence. Fees, pay structures, rosters and clinician performance are written down, measured weekly and held by the business, so a gap in the diary does not automatically become your gap. You still make the big calls. You stop being the place every small one goes.
• Someone else could put a value on it. A bank, a buyer or a successor can see twelve months of clean operating data and what each clinician earns the business. Not every owner wants to sell. Every owner wants that door to exist.

Operator is for the owner who wants to create that. If what you want right now is to grow, our monthly workshop and People are built for that stage.

The plan

One constraint a month, finished

Operator is a twelve-month implementation and operating program for established clinics. We build your commercial control layer for you from your own records. Then, every month, you and a small group of owners take one real constraint in your clinic and finish the work on it. The point is a practice that becomes an asset, not a set of better reports.

The three rooms are not extra teaching. They are there so the decision you made in Week 1 is still alive in Week 4 and actually finished.

Across the year, the monthly constraint moves through economics, pricing, utilisation, payer mix, pay structures, recruitment, clinician ramp-up, retention, marketing, operations, leadership and your own capacity as the owner.

What a year adds up to

• 12 implementation projects, each on something that moves the economics of your clinic
• 12 finished pieces of your operating system, which stay in the business
• Twelve months of clean operating data on your clinic, which a bank, a buyer or a successor will ask for
• 12 Implementation Workshops
• Around 36 live Operator Rooms
• Culture of One's infrastructure supporting the work the whole way through

Your first visible result

The first thirty days

The first month is not a warm-up. It gives you a clear picture of your clinic that you can act on.

You send payroll, billings, contracted hours, contracts and your fee schedule. We connect them and build your commercial control layer. You do not build anything. Your dashboard is live within seven days of your complete data arriving.

By day thirty you have five things:

• Your operating-profit baseline, normalised so it can be compared year on year.
• What each clinician bills against what they cost you: their billings set against their cost of employment — gross wages plus super, with leave included — taken from your own payroll and billings records.
• Your forward award wage exposure, stage by stage.
• The constraint that matters most right now, named, with the reasoning shown so you can test it.
• Your first ninety-day plan.

From there you join the monthly cycle wherever the group is, and your own plan runs alongside it.

Proof, from real clinics

What this work has already found

The work behind Operator already runs on real allied health clinics' payroll, billings and operating decisions. Some of what it has found, with every practice anonymised:

• Empty paid hours. Laying one clinic's diary over its roster, half-hour by half-hour, showed 29.56 rostered hours a week with a clinician on site and nothing booked. That was 15.2% of the whole roster.
• Missing contracts. At one practice, more than four in ten paid staff had no contract on file, carrying 15.3% of gross wages.
• A change nobody made. A pay arrangement that met the award through the 2025–26 year fell short of its leave-hour minimum on 1 July 2026, by 72.55 cents an hour, because the award minimum moved, not because anything in the clinic changed. It was caught within the same month.
• A manual step never run. In one practice, a step in the owner's own pay calculator was never run, and roughly $18,000 to $20,000 of commission was paid on top of leave over twelve months.

The same clinician cost-to-billings calculation has been built from the payroll and billings of several practices and reconciled line by line. Their results are far apart, which is why an industry average cannot tell you where your own clinic stands.

How participation works

What you are joining

Your part and ours. You supply accurate information, make the decisions and implement them in your clinic. We build and maintain the infrastructure and work each decision with you. We do not run your practice or manage your team. Operator is a group program with a set monthly structure, not a course library and not private one-to-one Advisory.

Before you join

Joining is not buying

Next intake

Operator is taking a waitlist

Joining the waitlist registers your interest. There is no start date yet; you hear from us when the next intake is confirmed. A short questionnaire, then a conversation. Every application is read and answered. You can also write to shane@cultureofone.com.au.