One login for banking, books, and the numbers you run on.

From your comment — Mike: “Focus on Medical/Dental first… then copy/paste the UI and tweak the accounting for restaurants.” · “Noted. Medical/Dental.”

From your comment — Mike: “We built out an MVP dashboard for a functional med practice. Cerbo and Gusto were primary data sources.”

From your comment — Mike's direction + Chris–C Infinity POV definition (“is this worth funding at scale?”, graduate or honestly retire).

From your comment — Mike + Chris: “HY savings accounts are also typically available on Mercury and Baselane… Add in HY Savings as a banking requirement.”

To become the financial operating system for main street service businesses — starting with independent medical (functional-medicine-led) and dental practices — where FDIC-insured banking and intelligent, AI-driven bookkeeping are one seamless platform, accessed through a single sign-on, that turns every transaction into a real-time, decision-ready financial insight.

Give owner-operators of independent medical and dental practices a single platform — one login for banking, clean AI bookkeeping, and the vertical KPI dashboards they run on — so their financial data stays clean from the moment money moves and they can confidently make hiring, compensation, vendor, and capital decisions. (Restaurants are a Phase-2 fast-follow, not the beachhead.)

Needs

Product

Business goals

Success metrics

Value Streams (Revenue)

How the platform monetizes the unified banking + bookkeeping + insight model.

• Interchange revenue on debit/card spend
• Net interest / float on customer deposits (via sponsor-bank economics)
• SaaS subscription for AI bookkeeping and KPI dashboards
• Working-capital and capital-equipment lending / financing
• Premium analytics and peer benchmarking
• Payment processing and ancillary financial services fees

Adoption Path (Go-To-Market)

Sequenced path from design partners to a repeatable acquisition engine, anchored on Mike's existing firms and accountant network.

• Warm-start design partners from Mike's existing Enduro Tax Advisory / Enduro Wealth client base and fractional-CFO engagements
• Accountant / fractional-CFO referral channel (the role through which the idea originated), including the Mark J. Kohler Main Street Certified Tax Advisor / Tax Pro Network Mike belongs to
• Vertical associations and communities (dental societies, state restaurant associations, owner groups)
• Founder-led and content-driven acquisition leveraging Mike's credibility and veteran/faith-based brand
• Partnerships and co-marketing with POS and practice-management vendors

Alternatives (Competitive Landscape)

What target customers use today and the gaps the product addresses.

• Status quo: a separate business bank account + general-purpose accounting (QBO) + a bookkeeper + spreadsheets, where bank-feed data is mangled and metrics are stale (QBO ~80% share; also Xero, FreshBooks, Wave)
• Henry Schein / McKesson — established dental & medical practice-management and inventory software incumbents; a primary competitive-DD target before building (flagged by Mike)
• Cerbo and other EHR/practice-management platforms — offer practice operations/some dashboards but not banking + SSO'd financial management; also a candidate data-source integration
• Mercury — software-led BaaS for startups/tech; lists a 'Healthcare Services' vertical — a competitive signal to monitor, though not purpose-built for practice operating metrics
• Baselane — integrated banking + AI bookkeeping purpose-built for real estate investors; closest analog to the model, different vertical
• Ramp / Brex — corporate cards and spend management, not unified vertical banking + bookkeeping
• Digits — AI bookkeeping / agentic GL without a native banking layer (the lead candidate to underpin the accounting engine)
• Generic SMB neobanks (Relay, Bluevine) paired with external accounting

Partnership Ecosystem

Key partnerships the model depends on, plus Mike's owned assets that de-risk and accelerate it.

• Sponsor bank / BaaS provider — the FDIC-insured banking rails and ledger; core dependency and primary build-vs-partner decision (revenue-share economics require DD)
• Embedded bookkeeping / data partner — Digits-style agentic GL (lead) or a built-in equivalent that keeps data clean at the source
• Practice-management & payroll integrations — Cerbo (functional-medicine EHR/PMS) and Gusto (payroll) are the priority medical-beachhead data sources; dental PMS (Dentrix et al.) pending DD
• Mike-owned assets — Enduro Tax Advisory and Enduro Wealth Management provide domain expertise, an initial customer base, an accounting-service backbone, and brand equity; a functional-medicine dashboard MVP already exists
• Restaurant path (Phase 2) — Mike's connection to a Toast founder is a potential channel/insight asset if/when restaurants are pursued
• Capital partners — for working-capital and equipment lending built on clean financials

Constraints

Risks & mitigations

Open assumptions to validate

• Competitive/incumbent DD (Henry Schein, McKesson, Cerbo, Mercury) before committing MVP scope
• Dental practice-management tech-stack DD (Mike has limited dental-stack visibility)
• Sponsor-bank / BaaS partner selection and acceptable revenue-share economics
• Accounting engine: integrate Digits (lead) vs. build (ASM-003 / ADR-007)
• Market-size (TAM/SAM/SOM) estimates require primary validation (sample 24+ independent medical/dental practices; ADA meetings)
• Specific numeric success-metric targets and POV graduate/retire thresholds
• Whether Enduro Tax/Wealth clients can be compliantly leveraged as a design-partner pool and channel given RIA/tax regulatory separation

Owner-operators of independent medical (functional-medicine-led) or dental practices who both lead clinical care and bear full P&L responsibility. They discovered the product through accountant referrals or peer networks and need real-time production, collections, overhead, and AR metrics — not generic SMB reports. They are slow to switch bank accounts but will adopt dashboards that prove value quickly.

Primary goalRun the practice on timely, trustworthy financial metrics without relying on stale bookkeeper reports

Practice managers and restaurant general managers responsible for day-to-day financial operations — payroll coordination, vendor payments, reconciliations, and reporting to the owner. They are the primary daily users of bookkeeping workflows and dashboards, even when the owner is the economic buyer.

Primary goalKeep books current and produce accurate reports the owner trusts without heroic month-end effort

Fractional CFOs, bookkeepers, and accountants who serve medical/dental and restaurant clients. They are both users (reviewing client books) and a critical acquisition channel — recommending platforms that reduce their cleanup burden while making them indispensable to clients.

Primary goalReceive clean, categorized source data and vertical KPIs so advisory time goes to insight, not cleanup

Owner / Lead Dentist · Dental Practice · Dental · 8 employees, 2 providers · age 44

Sarah sees patients 8am–5pm four days a week and handles admin Friday mornings. She glances at production numbers in Dentrix but relies on her bookkeeper for real financial health. Sunday evenings she reviews whatever reports her office manager prepared — often frustrated they're already a week old.

Owner / Functional-Medicine Physician · Functional Medicine Practice · Functional Medicine · 9 employees, 2 clinicians · age 52

James runs an independent, largely cash-pay/membership functional-medicine practice. He sees fewer patients than a volume clinic but spends an hour per visit, and delegates financial operations to his administrator. He reviews a monthly P&L but cannot drill into membership revenue, collections, or AR without a custom report that takes days.

Office Manager · Dental Practice · Dental · 8 employees · age 36

Lisa manages scheduling, insurance billing, payroll coordination, and vendor payments for Dr. Mitchell's practice. She spends the first three days of each month reclassifying QBO transactions and building the owner report in Excel. She is the person who will use NewCo BaaS daily.

Fractional CFO / EA · Advisory Firm · Accounting / Tax Advisory · 4 employees · age 47

Amanda serves 18 dental and restaurant clients as fractional CFO. She spends 40% of her time reclassifying bank feeds and building KPI spreadsheets. She discovered the clean-data problem through her own practice and now evaluates platforms she can recommend to clients and use herself.

Dr. Sarah Mitchell moves from stale bookkeeper reports and mangled QBO bank feeds to daily production, collections, and overhead visibility — eventually consolidating banking and bookkeeping on NewCo BaaS.

When I am between patients or reviewing the practice on Sunday evening, I want to see production per provider and collections ratio updated daily, so that I can run the practice on numbers I trust.

Supporting flows: FLOW-001, FLOW-003, FLOW-004, FLOW-005, FLOW-002

Lisa Hartley (dental office manager) or a functional-medicine practice administrator uses NewCo BaaS daily to keep transactions categorized, exceptions cleared, and owner-ready reports prepared without heroic month-end effort. (Restaurant GM usage is a Phase-2 addition.)

When transactions arrive from the bank and integrations each day, I want exceptions surfaced for quick review, so that the owner always has current books without a three-day cleanup sprint.

Supporting flows: FLOW-004, FLOW-005, FLOW-006, FLOW-007

Amanda Reeves onboards medical (functional-medicine) and dental clients onto NewCo BaaS, reviews exception queues across her portfolio, and delivers advisory insight instead of bank-feed cleanup.

When I start my Monday review session, I want clean categorized data and vertical KPIs for each client, so that I advise on strategy instead of reclassifying transactions.

Supporting flows: FLOW-001, FLOW-004, FLOW-007

Dr. James Chen (independent functional-medicine owner) adopts NewCo BaaS after compliance review confirms financial-data-only scope; Cerbo + Gusto feed the dashboard, his administrator runs daily operations, and James reviews weekly KPI rollups through a single login.

When I review practice health each week, I want AR aging and collections updated without touching clinical data, so that I can demonstrate financial discipline to partners and lenders.

Supporting flows: FLOW-001, FLOW-003, FLOW-005, FLOW-007

New customer signs up, selects vertical, applies chart-of-accounts template, invites team members, and reaches first integrated data view.

Trigger. Owner or accountant clicks Get Started from referral link, marketing site, or design-partner invitation.

1. 1User Creates account with email/password and completes MFA enrollment → Authenticated user session established
2. 2User Creates organization profile (business name, vertical: dental/medical/restaurant, entity type) → Organization record created with vertical COA template applied
3. 3User Invites team members (office manager, GM, accountant) with role assignments → Pending invitations sent per RBAC role
4. 4System Presents integration checklist (bank, PMS/POS, payroll) based on vertical → Onboarding wizard shows next recommended connection
5. 5User Completes minimum setup path (at least one data source connected or CSV imported) → Onboarding marked complete; dashboard unlocks

Business owner completes KYB/KYC verification and activates FDIC-insured deposit account with optional debit card issuance.

Trigger. Owner selects Open Business Account from onboarding wizard or banking section.

1. 1User Submits business legal information, EIN, ownership structure, and beneficial owner details → KYB application package created
2. 2User Uploads verification documents and completes identity verification for beneficial owners → KYC/KYB documents submitted to sponsor bank
3. 3System Sponsor bank processes KYB/KYC and returns approval, rejection, or request for more information → Application status updated
4. 4System On approval, provisions FDIC-insured business deposit account via BaaS partner → Account active with account/routing numbers
5. 5User Optionally requests virtual and/or physical business debit cards for authorized users → Cards issued; spend flows into categorization pipeline
6. 6System Activates real-time transaction feed and BSA/AML monitoring on account → Banking rail live; transactions ingest to FEAT-009 pipeline

User connects PMS, POS, payroll, and/or external bank feeds — or imports CSV fallback — so transactions and production data enter the clean-at-source pipeline.

Trigger. User opens Integrations from onboarding wizard or settings.

1. 1User Selects integration type (PMS, POS, payroll, external bank) → Integration catalog filtered by organization vertical
2. 2User Authenticates with third-party provider (OAuth/API key) or uploads CSV with field mapping → Connection established or import job queued
3. 3System Runs initial historical sync (transactions, production/sales as applicable) → Historical data ingested into transaction pipeline
4. 4System Categorization engine processes ingested transactions against vertical COA → Auto-categorized entries posted to general ledger; exceptions queued
5. 5System Updates KPI dashboard with integrated production/sales data → Vertical metrics reflect connected sources

Operations manager or accountant reviews low-confidence categorizations, approves or reclassifies them, and returns books to clean state.

Trigger. User opens Exception Queue from dashboard notification or accountant portal.

1. 1System Displays pending exceptions sorted by amount, age, and confidence score → Reviewer sees prioritized queue
2. 2User Selects exception and views transaction detail, suggested category, and AI rationale → Full context available for decision
3. 3User Approves suggestion, selects different COA category, or splits transaction → Decision recorded with audit trail
4. 4System Posts corrected journal entry and updates KPI calculations → Ledger and dashboards reflect approved categorization
5. 5System Feeds decision back to categorization model as training signal → Future similar transactions auto-categorized with higher confidence

Owner or manager views real-time vertical KPIs, drills into trends, and responds to threshold alerts.

Trigger. User opens Dashboard from web portal or mobile-responsive view.

1. 1System Loads vertical KPI dashboard (dental, medical, or restaurant) with latest synced data → Primary metrics displayed with last-updated timestamp
2. 2User Reviews headline metrics (e.g., production per provider, prime cost, AR aging) → User identifies areas needing attention
3. 3User Drills into metric detail (trend chart, transaction breakdown, period comparison) → Root cause visible for investigation
4. 4System Surfaces active alerts when thresholds exceeded (optional FEAT-021) → User notified of margin, AR, or balance anomalies
5. 5User Takes operating decision (adjust schedule, follow up AR, review vendor spend) or shares snapshot with accountant → Business action informed by timely data

Authorized user initiates ACH payment or card spend; transaction is monitored, categorized, and reflected in ledger and KPIs.

Trigger. User initiates ACH payment to vendor or uses business debit card for purchase.

1. 1User Creates payment (ACH) with payee, amount, and memo — or swipes/enters card at merchant → Payment instruction or card authorization initiated
2. 2System Validates RBAC permission, available balance, and BSA/AML rules → Payment approved or blocked with reason
3. 3System Processes payment via sponsor bank; posts transaction to real-time feed → Funds moved; transaction visible in account history
4. 4System Categorization engine assigns COA category; flags exception if low confidence → Ledger updated; KPI dashboard recalculated
5. 5User Receives payment confirmation notification → Audit trail complete; user confident funds delivered

Accountant or owner exports financial statements and shares clean books for tax prep, advisory, or lender review.

Trigger. Accountant opens client in portal at period end or owner requests export for tax meeting.

1. 1User Accountant selects client organization from multi-client portal view → Client financial summary displayed
2. 2User Confirms exception queue is cleared and reconciliation is complete for target period → Period marked ready for export
3. 3User Selects export package (P&L, balance sheet, trial balance, KPI summary) and date range → Export configuration confirmed
4. 4System Generates tax-ready financial exports with audit metadata → PDF/CSV files available for download
5. 5User Downloads exports or shares with tax software workflow; records advisory notes if needed → Client books delivered for tax prep or lender review

Is a unified, single-sign-on financial operating system — banking + clean AI bookkeeping + vertical KPI dashboards — for independent medical (functional-medicine-led) and dental practices worth funding at scale?

A short engagement in which a strategy or technical proposition is tested against real conditions before broader investment. POVs answer the question 'is this worth funding at scale?' and are scoped to graduate or to be honestly retired (C Infinity firm definition). Distinct from a Proof of Concept, which asks the narrower 'can this work?'

Framing

This is a strategy POV, not a technical POC. It leads with the software/dashboard wedge (bookkeeping + CFO-dashboard clarity) and deliberately stubs the back end. The goal is to validate desirability and willingness-to-fund before investing in banking rails, the accounting engine, and live integrations.

Hypotheses under test

Timeline & milestones

Duration: ~1.5 months (~6 weeks)

Investment

The Proof of Value is the first shared investment of NewCo — the new company Mike Bisbee and Chris (Chris–C Infinity) intend to form together. The cost is characterized as an investment the new company (and therefore its two owners) makes in itself, not a fee paid to a vendor.

Reduced from an earlier ~$40k estimate to ~$30k; the ~6-week timeline is held. Split evenly between the two owners of the new company.

Guardrails

• Avoid 'Pilot Purgatory' (a proof that succeeds technically but never graduates to a funded program): every workstream ties to a graduate/retire decision, not to building software for its own sake.
• Time-boxed to ~1.5 months; scope stays front-end and evidentiary, not production engineering.