IT is easy to understand why, as a new assistant in practice, you might become disillusioned: you see clients paying £700 for the work that you do in a day, but only receive, say, £60 of that money in your pay packet – with the rest, you imagine, going straight into your employer's pocket. Practice finances are, in fact, rather more complicated than that; here, Christine Shield explains just how much turnover must be generated before the true profit is made.
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