One of the most common (and loaded) questions I hear from group practice owners is this:

“How much should I be making?”

It’s often whispered with a mix of uncertainty, guilt, and even shame—as if asking about money is somehow a betrayal of the work we do as helping professionals. But the truth is, your paycheque is one of the clearest indicators of your business’s sustainability. It’s not just okay to ask this question—it’s essential.

Let’s unpack it.

Profitability Is Personal

There’s no one-size-fits-all number when it comes to how much you should be making. Your profitability goals should reflect your personal financial needs and lifestyle goals.

What do you need to comfortably cover your expenses at home?
Are you saving for retirement?
Do you dream of owning a home—or maybe even a building for your practice?
Would you like more vacation time, or room in your budget to hire support?

Your business is there to serve you, not the other way around. Too often, I hear from group practice owners who say:

“I don’t even pay myself.”

Let’s pause here.

If you’ve invested thousands of hours and dollars into your training, business setup, and team leadership, working for free is not a sustainable return on that investment. That’s a recipe for burnout, not a thriving business.

You deserve to be compensated—not just fairly, but confidently—for the time, energy, and responsibility you carry as the CEO of your practice.

So… What Should You Be Making?

A good starting point is this: you should be making at least as much as you did in private practice.

If that number feels out of reach right now, you’re not alone—and it doesn’t mean your business is failing. But it does mean it’s time to take a closer look under the hood.

Here are some core areas to assess:

1. Client Load Reality Check

Are you still seeing the same number of clients as before? Are you relying on that revenue to stay afloat? If so, you’re not just running a group practice—you’re subsidizing it.

There’s no shame in holding onto a caseload while your team grows, but your numbers should show a clear path to eventually reducing that caseload without sacrificing income.

2. Contractor Numbers and Capacity

Do you have enough clinicians to meet your revenue goals? If not, how many more do you need—and how many sessions per week should they realistically be holding?

More isn’t always better. What you need is alignment between your expenses and the number of billable hours your team can produce. That alignment is the difference between running in circles and running a profitable business.

3. The Real Numbers Behind the Scenes

You need visibility into your financials beyond what your bank balance shows. This means understanding:

What you can afford to pay team members
What your operating expenses really are
How your profit margins stack up
What kind of ROI (return on investment) your business is generating

A healthy ROI benchmark? At least 7%.

That means, if you invested $100,000 into your business (whether that’s in systems, space, payroll, or your own unpaid time), you should be seeing at least $7,000 in profit above your salary each year. That’s what makes your business not just viable, but valuable.

Why I Got Certified in Cashflow Canvas

All of this—the overwhelm, the uncertainty, the invisibility of the numbers—is exactly why I became certified in Cashflow Canvas.

The Cashflow Canvas is a visual, step-by-step framework that helps you map out your business finances in a way that actually makes sense. No spreadsheets full of jargon. No mystery math. Just clear, actionable insights to help you confidently make decisions as a group practice owner.

💡 You can learn more about my Cashflow Canvas Coaching offering here:
👉 grouppracticenetwork.ca/cashflow-canvas-coaching

Whether you're in the early stages of hiring or navigating growing pains with a full team, this tool gives you the financial clarity to:

Pay yourself consistently
Plan for future hires
Know your breakeven point
Set session goals that actually sustain the business
Align your pricing and pay rates with your values and your goals

Building a Practice That Serves You, Too

Too many therapists enter group practice leadership without ever being taught how to run a financially sound business. We’re trained to serve, to hold space, to lead with empathy—which is incredible. But empathy and boundaries go hand-in-hand, especially when it comes to money.

You’re not greedy for wanting to make a good living.
You’re not “just bad at numbers” if you haven’t looked at your profit margins in a while.
And you’re not alone if the thought of sitting down with your finances makes you want to hide under a weighted blanket.

That’s why supportive tools and trauma-informed coaching matter.

Your business needs to be fulfilling. But it also needs to be profitable. Because profit isn’t just about personal gain—it’s about:

Sustainability
Employment for other clinicians
Better service for your community
Stability for your family
Energy for the long game

Your Next Step: Get Clear, Then Get Strategic

So, the next time you find yourself wondering, “Am I making enough?”—don’t brush it off.

Get curious. Look at the numbers. Get support. And most of all, remember: this business was built to support your life, not consume it.

If you’re ready to take a clear, confident look at your numbers and map out a strategy that fits both your heart and your bank account, I’d love to support you through the Cashflow Canvas Coaching experience.

You can learn more and apply for coaching here:
👉 grouppracticenetwork.ca/cashflow-canvas-coaching

Final thought:
You don’t need to do it all alone. You don’t need to guess what’s “normal.” And you definitely don’t need to work for free in a business you built from scratch. Your leadership matters—and so does your financial wellness.

Let’s make sure your group practice is built to thrive.

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“What Should I Be Making?” — Getting Clear on Profit, Pay, and Purpose in Your Group Practice