Not from a course and not from a case study. From twenty-five years inside these practices. As the patient paying for it, the provider doing it, the manager running it, the owner signing for it, and the rep selling the device that was supposed to fix it.
- Licence
- Licensed medical esthetician
- In the industry
- 26 years
- Seats held
- Patient, provider, manager, owner, rep, trainer, distributor
- As a device rep
- President’s Club
Sound familiar
You know something is off. You just cannot put your finger on it.
Almost nobody calls able to name the problem. After twenty-five years these businesses rhyme, so I hear it before you finish. Lift one.
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“We are busy, but the money is not there.” Lift it
Your menu is priced for the practice you had three years ago. Nothing on it has moved since.
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“My team is great, but they do not sell.” Lift it
Nobody taught them to make the offer. They are comfortable explaining a treatment and uncomfortable asking for a program.
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“I bought the machine and it sits there.” Lift it
It was sold to you. It was never built into the practice, and the rep who sold it has moved on.
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“Marketing is not working.” Lift it
You are buying patients without knowing what one is worth to you. Until you do, no channel can be judged.
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“I am working more than when I started.” Lift it
You are the only person in the building allowed to make a decision. That is a structure problem, not a effort problem.
What we work on
Soup to nuts, and I mean that literally.
Most practices need three or four of these and do not know which.
The money
- Pricing and margin
- The menu and what belongs on it
- Where revenue is leaking
The people
- Hiring and compensation
- Technique training
- Consultation training, so your team can talk about money
The growth
- Marketing and brand
- Events, run with you
- New services worth bringing in
The build
- Startups and launches
- Technology selection
- Acquisition and exit
Events
I will come and run it with you.
Not a slide deck about how to hold one. I am in the room, selling alongside your team. I cannot fill your room. Once it is full, I can sell it.
What I am actually walking into
A room that should be earning.
How it runs
What actually happens when we start.
Six steps. No two engagements look the same underneath them.
You talk, I listen
What is going on, what you have tried, what you actually want. Often it is fewer hours, not more money.
I look at everything
Numbers, menu, pricing, staff, technology, marketing. Properly, not a skim.
I find the holes
Where the money leaks and where it hides. Usually something you can fix without spending a dime.
We build the plan
Around your practice and how you actually like to work. Not a template.
I train your team
The step most consultants skip. A plan nobody knows how to deliver is not a plan.
I stay in it
You are not handed a document and waved off.
Where it actually leaks
Two numbers run your practice. Most owners watch one.
What a patient is worth to you over a year, and what it costs you to get one through the door. Your return does not matter if the second number is bigger than your margin. Every leak below moves one of them.
Pricing and the menu
Lifts LTVWhat a patient is worth to you
The menu was priced for the practice you had three years ago, and nothing on it has moved since. This is usually the fastest money in the building and it costs nothing to fix.
Start a conversation→The consultation
Lifts LTVWhat a patient is worth to you
The offer never actually gets made. Your team is comfortable explaining the treatment and uncomfortable asking for the program, so the patient books the small thing and leaves.
Start a conversation→Follow-up and rebooking
Lifts LTVWhat a patient is worth to you
They came once. Nobody called them. A patient you already paid to acquire is the cheapest revenue you will ever find, and most practices have no cadence for it at all.
Start a conversation→Where your leads come from
Lowers CACWhat it costs to get one through the door
You are buying patients at a price you have never actually calculated, from channels nobody is measuring. If you cannot name the number, that is the finding.
Start a conversation→Technology already in the room
Both leversBoth sides of the equation
You signed for the machine and it is running at a fraction of what it could. You do not need to buy anything to fix this one, which is why a device rep will never raise it.
Start a conversation→None of this needs you to buy anything. That is the difference between a consultant and a device rep, and it is why the technology pages on this site never mention a price.
Straight answers
The things people ask before they call.
So you are not spending the first ten minutes of a call on logistics.
Are you just a rep in a nicer package?
Fair question, and you should ask it of everybody who walks in. The difference is what happens after the sale. Most reps are gone. I am not, because how I get paid is tied to your practice working rather than to a purchase order clearing.
What if I do not even know what is wrong?
That is most people, and it is genuinely the best time to call. You do not need a diagnosis before you talk to me. Bring me the feeling and I will find the thing underneath it. That is the job.
I worked with a consultant before and it did not do anything.
Then you already know what does not work. Somebody shows up, hands you a binder, sells you something, and disappears. That is the exact problem I built this around. I train your team and I stay in it, which is where most of the value actually shows up.
My numbers are a mess. Is that a problem?
No, and you would be amazed how normal it is. I have never once walked into a practice and found immaculate books. Bring me what you have. Part of the work is usually getting you to a place where you can actually see your own numbers.
Do I have to buy a device to work with you?
No. Plenty of engagements never involve a device at all, and if the machine sitting in your treatment room came from somebody else entirely, I will still help you turn it on. I have taken six-figure equipment that had been idle for a year and made it earn.
I happen to distribute the technology I do because it is what I use myself and what I have watched make practices real money. Finding something before it is everywhere, and getting a clinic a fair price on it instead of a big-box markup, is honestly the fun part for me.
Do you work outside Florida?
Yes. I work with practices across the country and I travel for on-site work and events. Plenty of it happens remotely in between.
Why do you not just run a practice yourself?
I do own one. I just do not want to stand behind the chair in one building five days a week. I would rather help build a dozen of these than sit still in one.
Every month this stays the same is a month of patients, staff and margin you do not get back.
Tell me what is on your mind. I will tell you what I see, and whether I am the right person for it.