Intelligence report for Australian GP practice owners

Beyond Medicare

Revenue models and opportunities in Australian general practice

Beyond Medicare maps the revenue models currently available to Australian GP practice owners: what is operating at scale, what is conditional on geography or workforce, and what is structurally constrained by law or regulation. It covers eight subspecialty streams, subscription and direct primary care models, corporate and employer contracts, international comparisons, the acquisition and consolidation environment, workforce economics and the regulatory barriers that limit private billing. Every model is assessed for income potential, credentialing requirements, capital outlay and demand profile.

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Beyond Medicare - intelligence report cover

What the report covers

Australian GP practice revenue sits across six areas: billing model selection, subspecialty service additions, direct contracting, international models with partial applicability, the acquisition environment and the workforce and regulatory conditions that constrain or enable each. The report covers each in turn, with enough specificity to assess which models are viable for your practice structure, location and workforce.

Billing model economics

BBPIP, bulk billing, mixed billing and private-fee models assessed against current MBS indexation and the $350,000 BBPIP threshold. Includes the payroll tax position by state and territory - each jurisdiction assessed separately, including Queensland's blanket exemption and the states still applying contractor status tests.

Subspecialty service streams

Eight streams covered: skin cancer medicine, women's health, aesthetic medicine, GLP-1 and weight management, sports and musculoskeletal medicine, travel medicine, occupational medicine and mental health. Each is assessed for income range, credentialing pathway, setup cost and demand profile.

Subscription and direct primary care

Subscription models operating in Australia, the BBPIP compatibility question, and direct primary care economics. Includes the 24 MBS telehealth items permanently exempt from the existing clinical relationship requirement, and how employer and corporate contracts operate outside the Medicare rebate structure.

Barriers and constraints

Regulatory restrictions on private GP billing, AHPRA advertising rules, payroll tax exposure and the GP workforce shortage as a revenue constraint. Each barrier is assessed against its legislative basis and current regulatory practice.

Acquisition and consolidation

The GP practice acquisition environment: corporate and private equity buyer activity, valuation multiples, EBITDA normalisation, the role of lease security and the conditions that distinguish practices that transact from those that do not.

Workforce and trend outlook

GP shortage, burnout data, the WIP Doctor Stream, AI scribe adoption and MBS indexation trends. Covers the factors most likely to affect revenue model viability through to 2040.

Report structure

Revenue models in Australian general practice

Structural barriers and go-to-market constraints

International models with Australian applicability

Practice acquisition, consolidation and group operating models

Workforce attraction and retention as a revenue lever

Trends affecting revenue model viability

Key findings

BBPIP adds 12.5% to MBS revenue for fully bulk-billing practices, split 50:50 between providers and practice - sharpening the decision between bulk billing discipline and mixed billing for practices near the threshold.

Queensland's blanket payroll tax exemption changes the competitive position of GP wages in that state relative to all other jurisdictions.

Subspecialty streams vary significantly on setup cost and time-to-revenue - weight management and mental health have the lowest barriers to entry; point-of-care ultrasound (within sports and musculoskeletal medicine) has the highest capital requirement.

GP workforce shortage constrains every revenue model requiring additional GP capacity - recruitment cannot be assumed. The RACGP projects a 6,400 FTE shortfall by 2040.

Prepared by

Dr Chris Mitchell AM, FAICD

Dr Chris Mitchell AM, FAICD is co-founder of Medius Global and a Rural General Practitioner and Rural Generalist with more than 35 years of experience in Northern NSW. He is a Fellow of the Australian Institute of Company Directors and a Past President of the Royal Australian College of General Practitioners. He was previously Head of Adoption, Benefits and Change at the National eHealth Transition Authority (NEHTA). He has served on numerous health sector boards, including the RACGP, NPS MedicineWise, Therapeutic Guidelines Ltd, The Rural Doctors Network and North Coast GP Training. Chris was awarded Member of the Order of Australia (AM) in 2013 for services to general practice and received a Rural Doctors Network Rural Medical Service Award in 2025.

Kate Marie

Kate Marie is principal of Medius Global, working with health operators and sector organisations on business development, growth strategy, go-to-market planning and M&A advisory. Her background spans nursing, senior consulting roles across health NFPs, medical colleges, primary care, digital health and medtech, and 20+ years in Australian and international health communications and business development. She advises on GP practice valuation, stakeholder engagement for PHNs and peak bodies, CRM and sales systems, and market entry for health technology ventures. Current and recent clients include medical colleges, GP corporate operators, medtech providers, government agencies, charities and digital health platforms. She co-authored Fast Living, Slow Ageing with Professor Merlin Thomas (25,000+ copies sold) and co-designed SLOWBot, an AI coaching chatbot for healthy ageing published with Fondazione Bruno Kessler, Italy (ACM Digital Library, 2018).

Who should read this

GP practice owners and principals assessing which revenue streams are viable for their practice structure, location and workforce.
Group operators and multi-site owners evaluating service expansion, acquisition targets or billing model changes.
Practice managers responsible for financial performance and compliance, particularly payroll tax exposure and billing model compliance.
Financial and legal advisors supporting GP practice owners through strategic reviews, sales processes or expansion decisions.
Health investors and corporate operators assessing practice acquisition targets and market conditions.