Software for private clinics, physiotherapy to aesthetics.

Once a clinic has several practitioners with different skills, room requirements and hours, scheduling stops being a diary and becomes a constraint problem. Most clinics solve it with one person who holds it in their head.

That works until they are on holiday, and it silently caps how many practitioners the clinic can add.

In higher value treatment, most lost revenue is not a no-show, it is an enquiry that received one reply and nothing after. A structured follow up sequence with real information converts a meaningful share of them without any pressure.

Enquiry handling, reminders and rescheduling as a first build sits in the lower half of the £8,000 to £30,000 range. Where the clinic needs patients to self serve on a phone, that pushes toward the upper half because a mobile application is a larger surface.

Web development at £4,000 to £16,000 covers a site with booking where the current one is the obstacle. An audit at £2,500 to £6,000 separates a demand problem from a conversion problem, which are frequently confused.

Time from enquiry to first reply, including out of hours. Proportion of enquiries that become a booked appointment. Proportion of appointments that are rescheduled rather than missed, which is the number that actually moves when reminders are done properly.

Utilisation per clinician hour is the commercial line underneath all three. A clinic measuring only appointment volume can be busier and less profitable at the same time.

A 30-minute call to hear how the operation runs today, then a paid discovery step: interviews with the people doing the work, a look at the systems and data you already hold, and a ranked list of what would pay back, each with a price, a timeline and the monthly running cost once live. In most private clinic engagements the first thing built is reminders, deposits and rebooking that cut no-shows in the first month, because it is measurable inside a month and it funds the rest.

The build runs in weekly demos against your real inputs, including the messy ones. Integration with the systems you already run comes before anything clever, because that is where most of the value and most of the risk sits. Go-live is followed by handover: the code, the provider accounts and the credentials in your name, a runbook, documentation and a recorded walkthrough, plus a session for the people who will use it daily. Every price is fixed in writing before work starts, with a list of what is not included.

A private clinic in England is registered with the Care Quality Commission, its clinicians answer to their own regulators, and every record is special-category data. Automation therefore books, reminds, takes deposits, triages by the questions a receptionist would ask and hands the rest to a person; it never advises, diagnoses or decides. Anything that touches patient data runs on a business plan under a data processing agreement with a DPIA, and any AI that speaks to a patient says so. Deposit and cancellation terms have to be fair under consumer law, and our clinic no-show guide sets out how to write them so they hold.

Our published prices apply to every sector: an AI adoption audit at £2,500 to £6,000 fixed, credited in full against any build; a first AI implementation at £4,000 to £15,000; a custom AI system at £8,000 to £25,000; applications at £8,000 to £30,000 per phase; websites at £4,000 to £16,000; training from £1,200. For a clinic that usually means reminders, deposits and rebooking as the first implementation, an AI receptionist for enquiries and overflow as the custom system, and a session for the front desk on what is safe to put into the tools they already use.

The running cost is stated before go-live, per feature, and it scales with volume rather than headcount. From operating our own AI products, the model is rarely the expensive part; the channels around it, telephony and messaging, usually are, and a well-designed workflow sends most of its work to the small, cheap models. Every system we build reports cost per feature from day one and has spending ceilings that were tested by watching them fire.

Not the no-show rate alone but revenue per available clinical hour, because that captures the missed fee, the wasted hour and the slot you could have refilled if you had known in time. Reminders with a real reply channel, a rebooking path that works at 9pm, and a waiting list that fills a cancelled slot automatically are the three pieces that move it. The phone is the fourth: an enquiry that rings out is a patient who books at the clinic that answered.