Acquiring patients you cannot see is a cost, not a win.
Growth work that ignores capacity and payer mix produces a busier practice that earns less. We tie acquisition to the schedule you actually have and the payers that actually pay.
What we own
- Demand generation
- the channels that produce new patients in your markets, run against a cost per acquisition you can see.
- Capacity planning
- what the schedule can absorb before growth turns into wait times and no-shows.
- Payer mix strategy
- which new demand is worth having, based on what each contract pays after adjustments.
- Referral relationships
- the referrer pipeline most practices leave to chance.
- Service line decisions
- what to add, and whether the margin survives contact with your cost per visit.
What changes
We start from capacity and payer mix rather than from channels. If Tuesday afternoons are empty and one payer underpays a common code, those are growth problems that no amount of advertising fixes.
Spend follows evidence. A channel that cannot be measured to booked visits does not get budget.
How it is measured
- New patient volume
- by source.
- Cost per acquisition
- per channel, against revenue per patient.
- Revenue per provider
- because growth that does not reach this number is activity, not growth.
- Payer mix
- movement over time.
How it connects
Marketing works best once revenue reporting is trusted and the front desk converts the calls it brings in; otherwise new patients leak out the other end. Facilities & Expansion is where growth turns into another location.
