PANEL — TWELVE POPULATIONS UNDER CARE
Healthcare marketing for twelve kinds of multi-location group
DX — DIAGNOSES TREATED
Same complaint, twelve different presentations
We've worked across all twelve. The common thread isn't size — it's a competitive market and enough revenue to instrument. A fought-over single practice qualifies; so does a fifty-location platform. Click into any chart for the diagnostic profile, the typical procedure, and the case files.
CODE
VERTICAL
SIZE
TYPICAL CHIEF COMPLAINT
RECORDS
—
Dental groups and DSOs
1–200 loc
Hub outranks own locations. Front-desk leak. Pod-to-pod variance.
OPEN →
Specialty dental
1–40 loc
Referral-dependent. Self-pay procedures need a different funnel than insurance.
OPEN →
Veterinary groups
4–80 loc
Owner-driven, panic-search behavior. Brand fragmentation across roll-ups.
OPEN →
Dermatology groups
8–120 loc
Cosmetic margin un-pulled. Insurance vs. cash-pay split unmanaged.
OPEN →
Behavioral health
3–60 loc
Trust gap before traffic. Compliance-bound creative. Long sales cycle.
OPEN →
Urgent care
5–150 loc
Demand exists. Capture is the entire game.
OPEN →
Eye care groups
6–90 loc
Premium-frame attach. Cataract pipeline. Aging demographic.
OPEN →
Multi-specialty MSOs
20–500 loc
Cross-vertical reporting nightmare. Specialty-by-specialty CAC.
OPEN →
PE-backed platforms
roll-up
Multiple expansion as a marketing problem, not a finance one.
OPEN →
Med spa and aesthetics chains
multi-clinic
Leads are up and lead-to-sold is where the money goes. Four service lines on one blended cost per lead.
OPEN →
Orthopedic and MSK groups
multi-site + ASC
Direct and referred demand counted as one number. Access time varies by weeks between clinics and nobody buys media against it.
OPEN →
Fertility networks
network
Consults counted, cycle starts not. Legacy clinic brands with no way to read them together.
OPEN →
EXCLUSIONS
What we will not take on
A single location with no competitor worth naming. If the market hands you the patient, instrumentation will find nothing worth the fee, and we will say so in the examination rather than after it.
Groups whose growth problem is a capacity problem. If every chair is full and the schedule is booked out four weeks, more demand is not the constraint — a second site or a third provider is, and neither is something we sell.
Anyone who needs a client list before a first call. The names are sealed by policy, permanently, and that policy protects you exactly as much as it protects them. If that is disqualifying, it is better established now.
Work billed as a retainer with no end condition. Every engagement runs to a quarterly recommitment, and one of the two available answers is to conclude it.
Verticals where we cannot measurably help. Some businesses are won on payer contracts, referral politics or real estate. Marketing is a rounding error inside them, and we would rather forfeit the fee than instrument a lever that does not move.
TRIAGE
How to tell which page is yours
Pick by the P&L, not by the sign over the door. A group that runs orthodontics, oral surgery and paediatric dentistry belongs on the specialty dental page even though it is three specialties, because it is one income statement with one set of constraints. A dermatology group carrying both a Mohs line and an injectables line belongs on dermatology, not on aesthetics, because those two lines are argued over inside the same budget meeting.
If a sponsor holds the equity and the question in the room is same-store growth against unit count, read the platform page first, whatever the specialty is — the diagnosis follows the ownership structure more closely than it follows the clinical work.
If two pages both look like you, read both. They differ in what gets measured, and the measurement set is the fastest way to find out which one describes your business. If none of them does, say so on the application; the wrong page is not a disqualification.