Partner Professional Commission in Orofacial Harmonization

Bringing a partner professional into the clinic means a fuller schedule, shared costs and a wider range of services. It also raises a question that, if handled badly, ruins partnerships: how much does each person keep? The commission, or revenue share, is the rule that turns the relationship into numbers. If it is vague, it becomes a reason for distrust; if it is clear, it protects both sides.

This guide helps you think through the compensation model, choose the calculation base, run a simulation with hypothetical numbers and avoid the most common traps. It does not replace accounting and legal advice, which are essential here. For the general picture, see partnerships between professionals in HOF and revenue share for rented rooms in HOF.

Commission, rental or partnership: what is the difference?

Before talking about percentages, define the type of relationship. Each one has different implications (legal, tax and labor), and the choice should be made with the help of an accountant and a lawyer.

A different name does not change the nature of the relationship. If the "partner" has fixed hours, subordination and exclusivity, the relationship may be viewed differently. Get advice first. See hiring a professional at the HOF clinic.

What goes into the calculation base?

This is the point that causes the most fights. Define in writing what the percentage applies to:

1. Gross revenue: everything the patient paid. Simple, but it ignores costs.
2. Net revenue: gross minus payment fees, taxes and, sometimes, materials. It better reflects what is left.
3. Procedure margin: after all direct costs. Fairer, but more work to calculate.

In any case, make clear:

• Who pays for materials: the clinic or the professional?
• Card and early-payout fees: who bears them? See card machine fees in the procedure price.
• Taxes: how are they split?
• Nonpayment and cancellation: is the payout made only after payment is received?
• Follow-up and touch-up: do they count toward the base? See charging for touch-ups or not.

How do I simulate the payout with numbers?

Use a hypothetical example to test the rule before signing.

Hypothetical example: a partner professional sees a patient and bills R$ 2,000.00 for a procedure. Of that total, R$ 120.00 is card fees, R$ 300.00 is materials bought by the clinic and R$ 150.00 is taxes.

If the agreement is 50% of the net base for each side, each receives R$ 715.00. If it were 50% of gross, each would receive R$ 1,000.00, but the clinic would not recover the costs it advanced. See how the choice of base changes the result: that is why it must be clear.

To organize the margin calculation, use the price per ml and margin calculator and the page on profit margin in HOF.

What percentage makes sense?

There is no single answer, and quoting market ranges would be risky. What determines the percentage is what each party brings to the table:

• The clinic provides: room, equipment, support staff, brand, patient acquisition, schedule, cleaning, sterilization.
• The professional provides: qualifications, care, their own patients, time.
• Each side's costs: how much each one spends for the operation to exist.

Work out the cost per clinical hour and the revenue per hour to know the floor for both sides. See cost per clinical hour in HOF and revenue per clinical hour in HOF. A percentage that does not cover the cost of whoever pays it tends to be renegotiated with friction.

How do I avoid conflicts of interest in the clinical indication?

Commission based on production creates an incentive: the more procedures, the more earnings. In healthcare this calls for care, because the clinical indication cannot be driven by financial gain. Practices that help:

• Put technical assessment and indication ahead of sales targets.
• Avoid aggressive procedure targets per professional. See team goals and bonuses in HOF.
• Record the indication in the patient record, with the clinical rationale.
• Preserve professional autonomy: nobody is obliged to recommend what they do not consider appropriate.
• Respect each professional board's rules on compensation and advertising.

What must the contract contain?

A well-made partnership contract prevents 90% of conflicts. Essential items, to be reviewed with a lawyer:

See professional liability insurance in HOF, technical manager of the HOF clinic and articles of association of the HOF clinic.

How do I track the numbers without friction?

Transparency is the antidote to distrust. Agree on a monthly closing routine with a simple report: how many appointments, revenue, discounts, fees, materials and the amount to be paid out. Use a management system to avoid parallel spreadsheets. See management software for the HOF clinic and financial spreadsheet for the HOF clinic.

Review the agreement once a year. Reality changes: costs rise, the schedule grows, the partner matures. A contract that is never reviewed tends to become a source of resentment.

And Harmy in this calculation?

If the partner uses Harmy, the projection cost (R$ 3.99 per projection, no subscription) is small, but it needs to be settled: who pays? The clinic can include it as an operating cost or pass it on to the professional. It is also worth agreeing on who sets up the identity in the app.

How do I handle the partner's departure?

Every partnership ends someday, and it is worth agreeing on the end at the beginning. Define the notice period, what happens to patients under follow-up, who keeps the patient records, how the partner can (or cannot) tell patients about the departure and how payouts for appointments already completed will be handled. Also agree on returning materials and system access, and on removing the professional's name and image from the clinic's advertising. A well-organized exit preserves the relationship, protects the patient and avoids disputes that usually cost more than any commission.