During early stages there will seemingly be a lot of time tend to the processes. such as providing handouts, scheduling appointments and attracting new clients. This is exactly why this is the time to plan for the envisioned practice when clients come in abundance and there is a full caseload.
By then there must be structure, systems and processes implemented to effectively handle the daily workflow while keeping client results the main thing, instead of drowning in "busy work" that does nothing for client results or your income.
When growth and scaling actually take place you DON'T want to find yourself in a position where your routines break.
If they are already honed refined and dialed in, then you will be prepared for the increasing workflow and are able to focus attention towards the newly found clients results instead of managing the chaotic busy work that is piling up.
So will you for example do manual scheduling yourself, or by staff? Or should you implement a scheduling system that handles it day and night 24/7 and even pushes the appointment to the google calendar for both you and the client and send notifications to remind you of the upcoming appointment?
How much time every week will you spend on client attraction and client conversion?
How much time will you spend on service delivery towards existing clients?
Will you do your own books, or will you have an accountant?
Will you set of a set time every day to respond to emails, or will you react to every single one as they come in?
When and how will you keep track on your key numbers that make or break the practice?
At the beginning of a practice or early stages of growth these things may seem small by themselves, but add it all up over a year and there will either be a great amount of time and energy saved or poured down into unstructured busy work.
And when you do find yourself in the envisioned practice with a full private-pay caseload you realise that now there is basically no time for a restructure because by now, things just need to get done.