You diagnose patients.
I diagnose patient demand.

A senior growth partner for practices where patients choose. When the patient does the researching, the comparing, and the deciding, growth stops being a referral problem and becomes a demand problem.

Take the Demand Diagnostic
Angela B. Martin
Plastics and cosmetic surgeryCosmetic dermatologyCosmetic and implant dentistryLASIK, cataract, and refractive surgeryFertilityConcierge medicineHair restoration

How we think

Most healthcare marketing was built for a patient who was sent to you.

Two patterns of patient demand over timeA grey line, effort without a system, climbs, plateaus and slides back three times, ending close to where it began. A blue line, effort that compounds, starts at the same point, ebbs twice early, then rises steadily and accelerates away.PATIENT DEMANDTIMEwhere you are nowa campaign landsit plateausit slides backEffort without a systemEffort that compounds
You do not lack effort. Almost nobody in your position does. What is missing is a system that turns the effort into patient demand you can repeat, so the gains hold instead of sliding back. Process + system = compounding demand

The rest of medicine runs on referral and network. A physician sends a patient, or an insurer assigns one, and the practice's job begins the moment that patient walks through the door. Nearly every tool, agency, and playbook in healthcare marketing was built for that world, and most of them work perfectly well inside it.

Yours is a different world. Your patient found you on their own, read about you at eleven at night, compared you against three other practices, studied photographs, weighed reviews written by strangers, and decided. That is a consumer decision, made the same way people decide on a car or a kitchen. It responds to consumer marketing discipline, and it is largely unmoved by healthcare marketing convention.

So the work is not a campaign. It is building you a process and a system that produce patient demand you can repeat, so a good quarter is something you can do again on purpose rather than something that happened. That is the only difference between the two lines above.

The expensive patient

You have already paid for these patients once.

The most expensive patient a practice loses is not the one who never heard of it. It is the one who inquired, or sat in the consult chair, and quietly chose someone else.

Most marketing budgets still go to chasing new attention, while the real money sits in inquiries that never booked and consults that never became procedures. Before buying more attention, it is worth finding out where the patients you already paid for went.

Find out where yours went, in about three minutes

The framework

The Seven Gears of Patient Demand

Seven gears turn one flywheel. When one slips, everything slows. In most practices six are fine and one is quietly costing you the year.

The Demand EngineSeven equal gears meshing around one central flywheel: Your brand and positioning, How patients find you, Your website and their experience, Your reputation and reviews, Patient inquiry to consult, Patient consult to procedure, Patient retention.FLYWHEELkeeps the momentumYour brandand positioningHow patientsfind youYour website andtheir experienceYour reputationand reviewsPatient inquiryto consultPatient consultto procedurePatient retention

A flywheel is heavy and slow to start. Once it is turning, it keeps turning, and every push adds to the speed it already has. That is what patient demand looks like when it works: a patient who chose you well leaves a review, the review brings the next inquiry, and each good quarter makes the next one easier.

The seven gears are what turn it. They mesh, so they move together. Six can be in good shape, and if the seventh slips, the flywheel slows anyway, usually somewhere nobody is measuring. The work is finding that gear, not pushing harder on the ones already turning.

  • Your brand and positioning

    Why a patient picks you over the practice four miles away, in words a patient would actually use.

  • How patients find you

    Search, social, word of mouth, and the paid spend you are not entirely sure is working.

  • Your website and their experience

    What a prospective patient encounters between curiosity and contacting you.

  • Your reputation and reviews

    What the internet says about you when you are not in the room.

  • Patient inquiry to consult

    How many of the people who raise a hand actually end up on your schedule.

  • Patient consult to procedure

    What happens in the room, and in the seven days after it.

  • Patient retention

    Whether a patient who chose you once has a reason to choose you again.

Who you work with

  • 20+ years driving demand across healthcare, medical device, digital health, and consumer packaged goods
  • Seven years of marketing at Mayo Clinic, including Vice President of Marketing and Product at Mayo Clinic Laboratories
  • Led ASC business turnaround at Cantel, +789.9% capital growth and +43.2% consumables growth in less than 12 months
  • Promoted to lead a $250M ASC business unit just eight months into the medical device industry
  • Classically trained in CPG marketing at PepsiCo, Sara Lee, and Kimberly-Clark, including the $52M launch of Hearty Slices
  • Engineer at Harley-Davidson, leveraging people, process, and technology to drive growth
Where I have worked
Mayo ClinicCantel (now Steris)PepsiCoKimberly-ClarkSara LeeHarley-Davidson
Education
MBA, University of Chicago Booth School of BusinessB.S., Industrial Engineering, Marquette University

Mayo Clinic earns the meeting. The packaged goods years move your numbers.

The years I spent at Mayo Clinic enable me to speak your language and know the systems you have to navigate. I believe those years can help me earn the first meeting with you.

The decade I spent in consumer packaged goods is what helps me know how to drive your patient demand systematically. A patient deciding whether to spend $8,000 on a procedure is making the same kind of discretionary, emotional, and entirely optional purchase as someone choosing a premium grocery item over the staples. Most healthcare marketers have never sold anything a customer could simply decide not to buy.

Engagements

Four ways in, in the order most people take them.

Each one stands on its own. Each one also leads naturally into the next, and nobody is ever required to take the next step.

  • CMO for a Day

    A single day, one question you have been circling for months, and a decision you can act on the following week.

    Learn more about CMO for a Day

  • The Demand Diagnostic

    The full version. Two to three weeks, all seven gears examined against your actual numbers, and a clear read on which one is costing you the year.

    Learn more about the Demand Diagnostic

  • The 90-Day Revenue Engine

    The full diagnostic, and then the work. Diagnosis into execution across a single quarter, with me accountable for what gets built.

    Learn more about the 90-Day Revenue Engine

  • The Demand Engine Rebuild

    Your website, inquiry flow, consult booking, and review layer, rebuilt around how your patients actually decide rather than how practices usually build.

    Learn more about the Demand Engine Rebuild

Talk

Twenty minutes, and you will know something you did not know before.

Bring the number that has been bothering you. Consultations that do not convert, inquiries that go quiet, a marketing spend you cannot trace to a single patient. Twenty minutes is enough to find where it is leaking.

Book a 20-minute growth session

BringThe one number you wish were higher.

ReceiveWhere your demand is leaking, and the two or three moves I would make first.

No charge, and no pressure.