The capacity case

Cycles per coordinator is the only growth number that matters.

Every clinic we talk to can fill more cycles than it runs. The constraint is upstream of demand: a fixed number of coordinator hours, most of them spent moving the same facts between systems. This page shows where those hours go, which ones one database removes, and what that does to your ceiling.

Where the hours go

Six hours of clerical work per cycle, and almost none of it is clinical.

This is the list we build with you on the call, task by task, in your own numbers. The figures below are the pattern we see; yours will differ. What rarely differs is the shape: the work exists because the facts live in more than one place.

  1. 01Building the cycle calendar by handThirty-four days of protocol assembled in a scheduler, then retyped into an email or a portal message so the patient has a copy.Generated from one date
  2. 02Re-entering the lead into the chartEverything the CRM already knows, typed a second time into the clinical record, because the two systems were never one.Same record
  3. 03Chasing consents and financial clearancePhone calls and a spreadsheet to establish whether a patient who is already stimulating is actually cleared to proceed.A readiness score
  4. 04Keying embryology results out of the labGrades, PGT and straw locations moved from the lab's own spreadsheet into whatever the clinic reads.The lab record is the record
  5. 05Assembling the day's pictureFour systems opened every morning to find out which patients are not tracking, because no single screen knows.Command Center
  6. 06Reconciling the ledger at month endMatching clinical activity against invoices between systems that were never designed to agree.One ledger
  7. 07Answering questions by hand"How many patients are in monitoring?" becomes an export, a pivot table and an afternoon.Ask the database

Every line above is a handoff. Remove the handoff and the hour goes with it.

The industry baseline

This is not a Solux problem or a Solux statistic. It is the state of clinical software.

Of a nurse's shift spent on documentation

The US Surgeon General's advisory on health worker burnout puts documentation at roughly 40% of a nursing shift. A 2025 national survey of nurses found 92% saying EHR systems had made their job worse, and a third considering leaving their post over it. Fertility is worse than average, not better: the cycle is a 34-day scheduling problem attached to a laboratory record and a self-pay ledger, and most clinics run those on three systems that do not know about each other.

Sources: US Surgeon General advisory on health worker burnout, via AACN · Black Book Research national nurse survey, 2025. External industry figures, not Solux measurements.

Run your numbers

Your figures, our model, printed underneath so you can argue with it.

Set the three inputs to your clinic. The right-hand column is arithmetic, not a forecast — and the assumption doing the work is stated in full below the results.

Your clinic today

Cycles per month 60
Fresh and frozen, all cycle types
Clerical hours per cycle 6.0 h
The seven lines above, added up
Revenue per cycle $18k
Your own average, not a market figure

On the headcount you have today

Coordinator hours returned per month
198
Cycle headroom, same payroll
+33Cycles a month the returned hours can carry before you hire again.
New monthly ceiling
93
Revenue that headroom represents
$594kPer month, at your cycle price, if you fill it.

Model: one record removes 55% of the clerical hours a cycle costs today — the retyping, the hand-built calendar, the consent chase, the month-end reconciliation. Returned hours are then spent on cycles at your own clerical rate. It is a model, not a measurement. The 55% is our estimate from the seven tasks listed above, and we will walk through it line by line rather than ask you to accept it.

The two ways to add twenty cycles

One of them shows up in payroll every month for the rest of the clinic's life.

Add twenty cycles by hiringAdd twenty cycles on Solux
What you buy Another coordinator, recruited, onboarded, trained on five systems Hours already on payroll, returned by removing the handoffs
Time to effect Two to four months to hire and reach competence Sixty days to go-live, then immediate
Cost shape Recurring salary, benefits and management overhead, permanently One platform, replacing several licenses you already pay for
Error rate as volume rises More people retyping the same facts in more places Nothing is retyped, so volume adds no new places to be wrong
What happens at the next twenty You do it again You look at the readiness board and see whether there is room

Hiring buys throughput once. Removing the handoff buys it every month.

Where this doesn't apply

The claim has edges. Here they are, before you find them yourself.

A capacity argument that works in every clinic is a capacity argument nobody should believe.

Limit 01

Your ceiling might be physical

If you are out of retrieval slots, embryologists or incubator space, software does not create capacity. Solux tells you that faster; it doesn't fix it. On the call we look at which constraint binds first.

Limit 02

Under about thirty cycles a month

The returned hours are real but the arithmetic gets thinner, and one coordinator who knows every patient is genuinely efficient. We will say so rather than sell you the install.

Limit 03

Recovered hours have to be spent

Hours returned are not cycles until someone books them. The clinics that get the whole number back are the ones whose funnel already has more demand than capacity.

Limit 04

Sixty days is work, not magic

Your prices, protocols, consents and staff have to be typed in. We run it against a 40-item checklist, but your team is in the room for part of it.

Limit 05

The 55% is an estimate

It comes from the seven tasks on this page, not from a study of your clinic. We will rebuild it with you, and if the honest number is lower, the honest number is what we use.

Limit 06

We have no clinic to name yet

Solux runs a working fertility practice, and we will show you it live. What we will not do is invent a case study, a logo wall or a testimonial to close you.

Next step

Bring your cycle volume and your payroll. We'll build this list with you.

Forty-five minutes, your numbers first, and a straight answer at the end — including the answer where the arithmetic doesn't clear and you shouldn't buy it.