Baseline Reading

DAY 0 · EXAM WKS 1–6 · MAY 26 — JUL 3 '25 · 11 LOCATIONS · SPECIMEN

CONFIDENTIAL · RX 01FORM 247-B

Six weeks: three locations, a week at the call center, four board decks. Every number carries method and confidence.

LOCATIONS EXAMINED · TTM

3 of 11 — top, median, bottom by collections

CALL-CENTER SIT

Wk 3 · 5 days · 243 calls · 68 NP-opp

BOARD DECKS READ

4 · Q3 '24 — Q2 '25

DEFINITIONS

Frozen 7-25 · Rx 04 retest reuses them

VITALS — DAY-0 READINGS · METHOD · CONFIDENCE · DESK RATES HAVE NO PUBLISHED BENCHMARK

NEW PATIENTS / MO

213

blended, 11 locations · trailing-6-mo avg

METHOD

PMS new-patient flag, deduplicated by person not by chart; cross-derived from call log + booking log (variance 2.1% — within tolerance).

CONFIDENCE

HIGH

two independent derivations agree

COLLECTIONS / MO

$1.03M

collections basis, net of contractual adj.

METHOD

PMS posted collections tied to GL line 4000 (patient revenue) net of 4100 (contractual adjustments), against $1.29M gross production. Production basis reported separately in workpapers.

CONFIDENCE

HIGH

reconciles to the GL within 0.4%

NP ACQUISITION COST

$246

this group's own · media + fees + tools · no industry figure to compare it to

METHOD

Marketing spend, 12 mo, rebuilt from GL + vendor invoices, not ad dashboards, ÷ NP count. Board decks said $118 — media only, no fees or tools. Dentistry publishes no acquisition-cost benchmark; this compares only to the group's own history.

CONFIDENCE

MODERATE

one vendor's invoices incomplete for 2 of 12 months

SOURCE ATTRIBUTION COVERAGE

2 of 12

channels traceable end-to-end, click to chair

METHOD

Census of every channel receiving spend or effort; a channel counts as attributed only if a booked patient can be traced to it end-to-end in a system the client owns.

CONFIDENCE

HIGH

census is exhaustive; the gap is the finding

ANSWER RATE, PER DESK

78%

blended · range 68 – 96% across desks

METHOD

Phone-system logs, 12 mo, all lines, all 11 locations; verified against the wk-3 hand count (243 calls, three desks). After-hours counted unanswered — that is when patients book. Table, sheet 2.

CONFIDENCE

HIGH

log data matches sit-week observation

BOOKING RATE, PER DESK

35%

of answered NP calls · range 20 – 44%

METHOD

Sit-week sample scored on the intake rubric (answered → offer made → booked), two scorers, 96% agreement. One week is a sample, not a season — flagged accordingly. Client-instrumented.

CONFIDENCE

MODERATE

single-week sample; rubric now instrumented

CASE ACCEPTANCE

43%

presented → scheduled · trailing 6 mo

METHOD

PMS treatment-plan records: dollars presented vs dollars scheduled within 30 days, by location. Same-day treatment counted at presentation. Unscheduled treatment carried forward, not written off.

CONFIDENCE

MODERATE

two locations enter plans inconsistently at hygiene

BROKEN APPOINTMENTS

22.4%

no-show + late cancel · trailing 6 mo

METHOD

PMS appointment statuses. Two locations mark late cancels as no-shows, one does not, so we report them combined and refuse to split until definitions are clean — now frozen.

CONFIDENCE

LOW

inconsistent historical status discipline across locations

Baseline Reading — cont.

PER-DESK DETAIL · ASSESSMENT · WHAT YOU KEEP · SPECIMEN

CONFIDENTIAL · RX 01FORM 247-B

PER-DESK ANSWER / BOOKING — EXAMINATION LOCATIONS · SIT WEEK (WK 3) · 243 CALLS LOGGED · 68 NEW-PATIENT OPPORTUNITY CALLS SCORED
DESK	NP-OPP CALLS	ANSWERED	ANSWER RATE	OFFER MADE	BOOKED	BOOKING RATE
North — 04 (top)	26	25	96%	88%	11	44%
Central — 01 (median)	20	17	85%	71%	6	35%
Riverside — 09 (bottom)	22	15	68%	52%	3	20% · flagged — Tue/Thu lunch coverage

ASSESSMENT — SOAP reading only — the prescription is a separate document

SUBJECTIVE — WHAT LEADERSHIP REPORTS

"Marketing works but growth has flattened; the board sees rising spend and flat new-patient volume. Nobody trusts the marketing slide."

OBJECTIVE — WHAT THE INSTRUMENTS READ

Volume is not the problem: demand reaching the phones grew 11% YoY. 2 of 12 channels are attributable; fully-loaded NP cost is $246, not the $118 the board decks carry; the bottom-quartile desks answer 68% and book 20% against this network's own best desk at 96% and 44%. The board steers by numbers no operational system can reproduce.

ASSESSMENT

The practice buys demand it then measures with instruments that cannot see it, and hands it to desks that convert at half the rate of its own best location. The variance between desks is larger than the variance between marketing channels.

PLAN

Deferred — by design. Diagnosis (Rx 02) follows as one document: bottleneck, theory of constraint, ranked changes, go / no-go. We do not write a deck of our own.

WHAT YOU KEEP EITHER WAY — WHETHER OR NOT WE EVER WORK TOGETHER AGAIN

This baseline reading, with methods and confidence flags — re-runnable by any competent team.
The instrumentation: call tracking, form/booking events, first-click-to-chair attribution — all in accounts held in your name, admin credentials yours.
The intake scoring rubric and the per-desk logging it feeds.
The frozen definitions document, so any future measurement matches this one.
Raw exports: 12-mo call logs, rebuilt marketing GL, board-deck reading sheets.

FAQ Q.10, kept literally: "You keep the baseline reading and the instrumentation either way."

NO RECOMMENDATIONS APPEAR IN THIS DOCUMENT. ANY SENTENCE THAT SOUNDS LIKE ONE IS A DEFECT — REPORT IT AND WE WILL STRIKE IT.

— specimen —
EXAMINING PARTNER, ADMEN
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REVIEWING PARTNER — RE-DERIVED VITALS 1 & 5
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RECEIVED — CLIENT CFO / OWNER · DATE