For groups & PE-backed platforms
Each location runs its own practice — its own manager, its own morning. I read every one of them overnight, hand each manager the five things that matter at their site, and roll the whole portfolio up so the people running the platform finally see across all of it. By 7 a.m., not by quarter-end.
The problem at scale
At one practice, the manager is the conductor — the single person who sees clinical, billing, operations, and the rest at the same time. Add locations and that clarity disappears. Each practice keeps its own books, runs its own schedule, and reports in its own way. The corporate team is left stitching together inconsistent numbers after the fact, which means the practice that's quietly slipping doesn't surface until the monthly close or the quarterly review — by which point it's an expensive problem instead of a Tuesday-morning one.
A group doesn't need another reporting tool to consolidate at quarter-end. It needs to know, every morning, which practices need attention today.
How she works across a group
Dermhilda works two directions at once. At each location, she does exactly what she does for any practice manager — reads that site's ModMed data overnight and hands its manager a short, prioritized list before they walk in. Above that, she rolls every practice into one consistent portfolio view for the people running the platform: the same measures, applied the same way, across every location.
That consistency is the part groups can't get any other way. When every practice is read by the same eye against the same standard, "how is the Westside office doing" stops being a research project and becomes a glance.
The standard rollup
The reason "how is the Westside office doing" can become a glance is that Dermhilda measures every practice against the same set out of the box — no two locations grading themselves on their own terms. Across every site, she's reading:
Visits, new patients, and charges, with the same-store trend against prior periods.
Denial rates, days in AR, collections against charges, and the work that's been done but not yet billed.
Schedule utilization and production per provider, comparable across sites.
New-patient wait times, no-shows, and cancellations.
Medical versus cosmetic, Mohs, and pathology volume, so you can see where the margin is moving.
The practice drifting from the portfolio norm today, before it shows up in the quarter.
That's the standard rollup, identical at every location from the start. If your operating model lives by a metric that isn't on that list, or you want the portfolio sliced a particular way, we can build that in — but most groups find the standard set is already the morning they've been missing.
A morning across the platform
Portfolio briefing · Five things
Morning. Five things across the platform.
1. Riverside's denial rate jumped to 14% last week — nearly all of it from one payer, and it tracks to a coding change after their new biller started. Worth a call before it compounds.
2. Three of your eleven practices have a full week of encounters still uncharged — Oakmont's the largest, with roughly $48K of work sitting unbilled.
3. New-patient wait at Lakeview is out to 31 days — they're turning away demand the other sites could absorb.
4. Platform cosmetic revenue is up 6% month over month — almost all of it Summit. Might be a playbook worth copying across the group.
5. The newly acquired Pine practice is lowest in the group on schedule utilization — normal for a first integration month, but worth watching.
Each item carries the same thing the practice-level briefing does: the reasoning behind it, and the next move.
The shape of a group
One ModMed instance, several locations, managers and head nurses on the ground, a corporate team above them — that's the shape of a group, and it's the shape Dermhilda is built around. Each manager sees their own practice. Corporate sees the whole portfolio. Each provider sees only their own numbers. The role separation that protects a single practice extends cleanly across the group: what's confidential stays confidential at every layer, by design rather than by configuration.
For PE platforms
Every practice a platform acquires arrives running differently — different habits, different numbers, different definitions of "doing fine." Dermhilda gives you one consistent operating read across the portfolio, so a newly acquired practice is measured the same way as the rest from the moment it's on the platform's ModMed. As you bring a practice on, she starts reading it too.
For the people accountable for the portfolio, that means the practice drifting off-pace shows up in a morning briefing, not three months into the numbers — and the consolidated picture the corporate team works from is built the same way every day, not reassembled by hand each period.
Pricing for groups
Single practices size themselves up and see a price on the spot. Platforms don't work that way, and you'd rather have a conversation than fill in a form. So would we. A group arrangement is built around your structure — how many practices and locations, how your corporate team wants the rollup, how acquisitions come on over time — and it's tailored and quoted in that conversation. These are Enterprise-level engagements; the shape of each one is yours.
The portfolio view comes together as your locations come on, so the rollout is staged to match how your group actually onboards rather than promised all at once.
Get started
Tell us how your platform is put together and what you need to see across it. We'll walk you through what Dermhilda would look like for your portfolio — and what it would take to stand it up.