Quadrupled · Marketing leadership, Demand and acquisition, Measurement
Crucial Care
A private emergency medicine practice with six locations, a target of ten, and a pandemic in the way. We helped them get there, and out.
The situation
We first worked with them at three locations. By the time the pandemic hit they had grown to six, the target was ten, and the in-house team could not carry the expansion and the pandemic response at the same time.
What we did
Research into how people were really searching for care, work with Florida municipalities on telling citizens where to go, and the market development to stand up the new sites: team, campaigns, outreach and dashboards.
What happened
Ten locations, a team that grew from 300 to 1,200, new facilities running at about 90 patients a day, an NPS of 89, and an operation efficient enough to sell.
01 / The problem
The demand was there. The coordination was not.
The practice needed to expand from six locations to ten. At the same time it needed to tell at-risk patients where to go and take pressure off hospital emergency rooms, all at once.
That is two jobs that normally happen one after the other. The in-house team was bogged down, so they brought us back in.
02 / The approach
Start with how people were actually looking for care.
We began with search: how people were researching care and prevention. It pointed to something bigger than an ad opportunity. The public did not know which facilities could help them. So we worked with Florida municipalities on how to communicate available care to their citizens, and patients per day climbed quickly.
Then the market development to stand up the new sites: recruiting and onboarding the sales and marketing team, building the campaigns and preventative-care materials, running phone outreach, and putting quality and sales dashboards in place.
A surge only holds if operations hold, so we built all of it alongside operations, IT and customer experience. Satisfaction stayed high throughout, at an NPS of 89.
Ninety patients a day, and a clean exit.
What moved
Patients per day at the new facilities, and locations open, from when we were brought back in.
At a glance
- Staff1,200up from 300
- Locations10up from six
- Satisfaction89NPS, held through the surge
- The exitCleanIP sold and management transferred, with the team kept together
03 / The outcome
Efficient enough to sell.
At the peak, the new facilities were running at about 90 patients a day, up from roughly 30. The practice reached ten locations, its staff grew from 300 to 1,200, and it became efficient enough to sell its IP and transfer management.
We handled the internal communications through the transition, which kept employee retention high at exactly the moment it would have been easiest to lose people.
Public relations and customer email.
What we did for them
- Sales and marketing strategy
- Team recruitment and onboarding
- Training development
- Web development
- SEO strategy
- Media and municipality relations
- Digital marketing, email and SMS
- Surveys, contact management, data and reporting
Your turn.
If this reads like the position you are in, the conversation is short and the first thing we bring is a point of view, not a questionnaire.