PT / Who we treat / M-01 · MULTI-SPECIALTY MSO
One P&L, nine specialties. A blended CAC is a number that lies.
17 engagements. MSOs present buying marketing like a holding company and reading it like a single practice. Averages hide the winning service lines and protect the losing ones — so capital allocates to noise.
SUBJECTIVE
"Every specialty has its own agency and none of the numbers reconcile." · "Derm subsidizes primary care and nobody can prove it." · "The board deck takes two weeks to assemble."
OBJECTIVE — typical intake
3 attributed channels across 9+ service lines · one blended CAC (~$400) covering specialties whose true CACs differ 5× · no shared instrumentation stack · monthly reporting assembled by hand
ASSESSMENT
The reporting nightmare isn't a dashboard problem — it's an instrumentation problem. Until every service line reads on the same instruments, specialty-level CAC is unknowable and every budget meeting is a negotiation instead of a readout.
PLAN
One instrumentation stack across all service lines · specialty-level CAC and margin readout · budget reallocation by marginal return · CFO / board-ready monthly, assembled by system, not staff
OUTCOMES — 17 ENGAGEMENTS · MED.
- CAC visibility blended → per-specialty
- Reporting cycle 14 days → same week
- Yield on same budget +31%
- Stacks consolidated 6 → 1
- Months to system 8 — 12
RELATED CASE FILES