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 depends less on referrals and more on being the practice patients choose.
Take the Demand Diagnostic
How we think
Most healthcare marketing was built for a patient who was sent to you.
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 patient who almost chose you
You have already earned their attention once.
The patients with the most upside are rarely the ones who have never heard of you. They are the ones who already inquired, or sat in the consult chair, and then chose somewhere else.
Most marketing budgets go toward new attention, while the biggest opportunity often sits in inquiries that never booked and consults that never became procedures. Before buying more attention, it is worth seeing how many of those patients you could welcome back.
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 holding back more than you'd expect.
- Your positioning
- How buyers find you
- Your website and their evaluation
- Your proof
- Lead to first meeting
- First meeting to contract
- Customer retention and expansion
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
- Six 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 to work together, depending on what your practice needs most.
Some physicians want a second set of eyes. Others want a partner alongside them. Choose what fits today, and we'll adjust as your practice grows.
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 DayThe Demand Diagnostic
The full version. Two to three weeks, all seven gears examined against your actual numbers, and a clear read on which gear will move you forward fastest.
Learn more about the Demand DiagnosticThe 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 EngineThe 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 concern or the number that is on your mind most: consultations you would love to convert, inquiries that go quiet, a marketing spend you cannot yet trace to a patient. Twenty minutes is enough to find your biggest growth opportunity.
Book a 20-minute growth sessionBringThe concern, number or metric that is on your mind most.
ReceiveYour biggest growth opportunity, and the two or three moves I would make first.
No charge, and no pressure.