HealthSource Chiropractic franchise unit economics

How much does a HealthSource Chiropractic franchise make?

The average HealthSource Chiropractic unit reported $609,587 of revenue in the 2026 FDD, and the median reported $515,779. Item 19 of the HealthSource Chiropractic FDD publishes gross profit, rent and utilities and non-owner wages for 68 clinics reporting costs, and what an owner keeps depends on the costs set out below. Fees come off the top first, at about 9% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.

Revenue & gross profit

Revenue by quartile, 2024 and 2025

Revenue and growth rates are as the brand reported it for the 107 clinics that qualified in both 2024 and 2025.

The average sits $93,808 above the median. $609,587 against $515,779, so the middle clinic in this system bills 15% less than the average one and only 40.2% of clinics reach the average at all. For benchmarking a real clinic, $515,779 is the honest midpoint and the $609,587 figure is pulled upward by a ceiling at $1,681,383, twenty times the $84,443 minimum.

Quartile 3 grew fastest at 7.4% and quartile 2 slowest at 2.3%. The other two ran 4.7% and 5.7%. So HealthSource growth ran from 2.3% to 7.4% across the quartiles, and the second quartile (clinics around $661,427) is the group that stalled.

A bottom-quarter clinic runs about 56 visits a week and a top-quarter one about 267. Both figures are at system pricing. Closing the distance from quartile 4 to the system average takes 4,773 more visits a year, 92 a week, or 127 more patient cases. Those are the numbers to put on the whiteboard, because revenue targets in this business resolve into appointments.

Gross profit by quartile, 2025

As the brand reported it.

Gross profit is 50.5% of revenue across the 68 clinics reporting costs. That is $365,706 on $723,707. On the expense side, the royalty takes 5.8%, the ad fund 1.9%, rent and utilities 10.2%, non-owner wages 31.6% and technology 1.3 points, which together consume 49.47% of revenue. Wages are the largest line by a distance, at more than three times rent.

Gross profit ranges 4.9 times across the quartiles, and revenue ranges 4.8 times. That is $658,998 to $134,018 against $1,103,318 to $230,047. Essentially every extra dollar of revenue in this system drops through at the system margin. That is what you would expect where a third of the cost base is clinical wages that scale with visits and another tenth is rent that stays flat against volume.

The minimum of the gross profit range is $72,029 before the owner is paid. The ceiling is $828,296, 11.5 times as much. Since the owner's own compensation comes out of this line, a clinic at the bottom of that range is funding a practitioner's salary, debt service on a $435,932 build and any return on capital from $72,029.

Top performers

What separates the top HealthSource Chiropractic performers

Fees and what it costs to open

Royalty and required marketing by quartile

We built this from HealthSource Chiropractic's filed rates, which set a 7% continuing franchise fee, a 2% advertising fee capped at 2%. The local marketing requirement is the greater of 5% of gross revenues or $3,000 a month, required per clinic.

The $3,000 monthly minimum marketing charge binds on every clinic below $720,000 of revenue. That is three of the four quartiles and the system average. At quartile 4 the 5% rate would cost $11,502; the minimum costs $36,000, $24,498 more, or 10.6 points of revenue. For a clinic under $720,000 the marketing requirement behaves like rent, and it is the single reason the all-in rate climbs from 14.25% to 25.84%.

A bottom-quarter clinic pays $59,452 in brand fees and required local marketing against $134,018 of gross profit. That gross profit already has royalty, ad fund and technology deducted. The local marketing requirement sits outside that definition. So the $36,000 comes out of what is left, and it is 26.9% of it.

The reported royalty is 5.8% against a stated 7%. The ad fund is reported at 1.9% against 2%. Whatever the reason (earlier agreements on other terms, or a sales base that differs from what the fee table contemplates) a new franchisee should model 9% on collections against the 7.7% the expense study implies. A buyer should ask which base the HealthSource royalty is calculated on before signing.

Opening late costs $500 a month, then $1,000, then $2,000. For a start-up clinic those clocks start at 365, 455 and 545 days from signing. A conversion clinic is on a far shorter leash: 60, 90 and 210 days.

Cost to open a clinic

As the brand reported it.

Item 7 of the FDD starts the initial franchise fee at $35,000, a discounted price. This page uses the full fee for one unit, $60,000.

Converting an existing practice costs as little as $83,447 against $435,932 to build one. A 5.2 times difference at the low end, because a converting chiropractor already owns the equipment, the space and the patient list. The conversion column costs $0 at the low end for deposits, construction management, building work and every piece of clinical equipment. So the fee itself is $35,000 against $60,000. The franchisor is selling a system to a practice that already exists.

Clinical equipment is $98,438 of a start-up build. It covers X-ray at $37,600, Class 4 laser and spinal decompression at $37,572, chiropractic equipment at $15,515 and therapy equipment at $7,751, all fixed. The figures are the same at both ends of the range. Building work, at $127,500 to $243,500, is the line with the widest range.

Pre-opening wages and three months of working capital run $51,209 to $68,912. That is on top of everything else, and separate from the $16,300 to $22,300 of opening marketing. Against a bottom-quarter clinic billing $230,047 in a full year, that working capital assumption is the part of the model most worth stress-testing.

Patients & visits

Conversion, visits and case average by quartile

Every filed column is as the brand reported it, for the 116 clinics qualifying in 2025.

A patient is worth $6,237 at the top quartile and $1,276 at the bottom. The two drivers multiply: 2.5 times the visits and 2.0 times the revenue per visit compound to 4.9 times the value. That figure tracks the 4.8 times revenue range almost exactly. So what separates a $1.1 million clinic from a $230,047 one is what happens to a patient after they convert.

Every $10 of revenue per visit is worth $76,668 a year at system volume. That rests on the 7,667 visits implied by $609,587 at $79.51. The quartile steps are $14.73, $17.52 and $18.52, so moving one group is worth $112,900 to $142,000 of revenue on identical traffic. Revenue per visit rises through service mix and treatment planning.

Visits per patient run 17 to 192 across the system. That is an 11.3 times range, the widest of the four measures, against 6.4 times for case average and 4.0 times for revenue per visit. Half the clinics sit at 36 or below against an average of 39. Treatment-plan length is the most variable thing 116 clinics do with the same operating system.

Conversion runs 41% to 91% and the median matches the average at 68%. 55.2% of clinics reach the average, the tightest distribution of the four measures. So conversion is consistent across the system, with a long tail on either side. Meanwhile visits per patient and case average are where individual clinics genuinely diverge.

The network of locations

Units opened and closed, 2023 to 2025

As the brand reported it, with one exception. The state-by-state table totals 129 clinics at the end of 2025 while the systemwide summary and Item 19 both say 128. The same summary shows total outlets falling by 6 in 2023 where the franchised line falls by 8 and the company line stays at zero.

39 clinics departed across three years against 30 openings. That is 13, 12 and 14 departures against 5, 14 and 11 openings. The network has fallen from 138 to 128, and the largest single exit route is non-renewal at 24 of the 39 instead of termination at 6. That pattern, franchisees reaching the end of a term and walking, is the one to ask current owners about.

The franchisor owns zero clinics and has throughout. So every figure in the financial tables is franchisee performance with no company estate alongside it. For benchmarking that is helpful; for judging whether the model works in the franchisor's own hands, there is simply no evidence available.

64 signed agreements sit unopened against 31 projected openings. Texas holds 16 of the 64 and Florida 10, with six projected in Texas and three in Florida. Against 11 actual openings in 2025, the projection implies nearly tripling the delivery rate.

Territory

You receive an exclusive Protected Territory built around 30,000 to 45,000 people. Sized on population, demographics and estimated demand, agreed when you sign if a site exists and designated later otherwise. Inside it the franchisor and its affiliates will refrain from operating or franchising another clinic under the marks for as long as you comply. Each side needs the other's agreement to alter the boundary.

You may sell into other territories and other clinics may sell into yours. You may sell to customers outside your territory through the internet, email, social, telemarketing and direct marketing with no compensation owed. Other clinics may do the same inside yours. Discounting to attract patients living inside another franchisee's territory is prohibited. The franchisor reserves the right to be acquired by a business that already franchises competing clinics inside your territory.

Keeping the territory depends on compliance. No sales volume or market penetration target attaches to it. Under a development agreement the schedule is one clinic every twelve months for the first three. The site selection area ends once the lease for the last clinic is signed.

Questions we get asked

Questions owners ask.