Direct patient acquisition built across sixteen locations without disturbing the general-dentist referral relationships the group runs on.

Specimen view. This client's compiled numbers stay sealed — by policy, not by mood. The structure below is exact. Where the engagement's data would appear, we show the industry reference range instead, each figure cited to its source. Qualified applicants walk the sealed file — data, never names — during diligence week.

NATURE OF THE ENGAGEMENT

Specialty dental groups — orthodontics, oral surgery, endodontics — arrive with a paradox on the chart. The referral engine works: general dentists send the cases, and roughly 44% of root canal volume nationally now flows to specialists. But the group is invisible to patients directly, every location resolves to one thin brand page, and any past attempt at marketing was abandoned the moment a referring doctor felt competed with. Intake maps the referral network first, before a dollar of media is touched.

The operation is additive by design. Each location gets its own service-line presence — procedure pages, doctor pages, local listings — while paid search is fenced hard away from referring practices' branded terms. Phone handling gets instrumented, because specialty consults are high-value and a mishandled inquiry costs more here than almost anywhere in dentistry. The referring-doctor experience is treated as a product: fast reports back, easy scheduling, visible credit.

Measurement runs on two ledgers. The growth ledger: new patients per location by source, acquisition cost by channel, inquiry-to-booked conversion, no-show rate. The protection ledger: referral volume by referring practice, watched monthly for any dip that would signal channel conflict. The engagement is only called successful when the first ledger moves and the second one does not.

VITALS — INDUSTRY BASELINE vs ADMEN TARGET

MEASURE	INDUSTRY	TARGET	Δ
New patients per location / month (general-dentistry benchmark) ¹	20–40	45–90	+120%
Patient acquisition cost (orthodontics benchmark) ²	$520	$220	−58%
New-patient inquiry → booked conversion ³	53.9%	85%	+58%
No-show rate (dental industry average) ⁴	15%	5%	−68%
GP-referral channel volume (specialist share of endodontic treatment, national) ⁵	44.4% of root canal treatments performed by endodontists (2024, up from 34.6% in 2020)	Held intact — direct acquisition layered on top of, never in place of, referral flow	±0 by design

Targets apply Admen's published structural-lift factors to the cited industry baselines. They are planning references, not promises — the examination sets the real numbers.

SOURCES — REFERENCE RANGES

1. Overjet — New Patient Targets for Dental Practices (2025) — Most dental practices need 20–40 new patients monthly; healthy practices 20–30, growth-focused 40+; 17% average annual attrition
2. First Page Sage — Average Patient Acquisition Cost, 2026 Report — Orthodontics patient acquisition cost $520; dentistry $374 (2021–2025 anonymized client data)
3. Patient Prism — Patient Acquisition Cost Benchmarks (2026) — New-patient inquiry booking rate 53.89% industry average vs 85–95% top performers, from 535,109 opportunities analyzed
4. Clerri — Dental No-Show Statistics & Costs (2026) — Average dental no-show rate 15%; top 10% of practices at 1%; $200–$400 lost production per missed appointment
5. American Association of Endodontists — Claims Data Analysis (2025) — Endodontists performed 44.4% of root canal treatments in 2024, up from 34.6% in 2020 (Fluent insurance-claims analysis commissioned by AAE)

FILED BY

Admen '26

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