Dermatologist ends two flat years as others deliver over half her revenue
18 monthsto end two flat years
50%+of revenue now delivered by her team
The problem. A dermatologist had a busy practice with a team of fifteen but still saw almost every patient herself and approved every decision. Her revenue had been flat for two years; the problem wasn't demand, it was her.
What we did. We helped her hire her first associate doctor and bring in a practice manager. We helped her write down how everything was done.
The result. Within eighteen months, more than half her revenue came from work she didn't personally deliver, and the practice was growing again.
From Rich Doctors Walk Away, Chapter 2
Tier 2 knee surgeon becomes the region's go-to name for knee replacement
5,000+knee replacements behind the positioning
The problem. An orthopaedic surgeon in a tier 2 city practised inside his family's multispecialty hospital, which the town knew as the place for everything, so nobody saw him as the knee specialist. He was about to bring in a robotic surgery system nobody knew was coming, and online his joint unit did not show up when people searched for knee replacement in his city.
What we did. We built his positioning around one outcome, helping people walk without knee pain again, and gave his unit its own identity: a dedicated joint centre with its own name, website and Instagram at the same hospital address. We set up a separate Google Business Profile for the joint centre with weekly educational posts, and built separate knee and hip replacement landing pages in Hindi, each with its own tracking and lead forms flowing into the CRM. We ran a "coming soon" content build-up before the robot launched and made short Hindi educational videos that did not need the doctor on camera.
The result. Within months, the joint centre started showing up on the map for the exact problem it solves. When someone in that region thinks about knee replacement now, they think of him.
From Known Doctors Get Booked, Chapters 1 and 2
Fertility centre stops losing couples between the first consult and the first cycle
The problem. Couples came in for a first consultation, left with a long list of tests and a cost estimate, and many never came back.
What we did. We gave every couple one written treatment plan with three options and the monthly figure next to the fee. A counsellor took over the fee conversation and called on a fixed schedule after the consultation, a private WhatsApp line answered questions couples didn't want to ask on the phone, and evening slots made room for working couples.
The result. More couples started their first cycle from the same number of consultations, and far fewer dropped out between the tests and the treatment.
Composite story from our client work
Generalist dermatologist becomes known for one thing: hairline restoration
1,000+transplants behind the positioning
The problem. A dermatologist doing a bit of everything (hair, skin, lasers, peels) marketed himself as a "skin and hair clinic", like many other doctors. He was doing great transplant work, but nobody outside his existing patients knew it.
What we did. Transplants were his highest revenue service and demand in his city was growing, so we picked one outcome for him to own: helping men get a natural, or near-natural, hairline back. We mapped his patient in detail and pulled out his proof, including more than 1000 transplants and his own take on FUE, which we named and branded after him. We built his messaging around the moments that make men act now, and repositioned the clinic around hairline restoration across his profile, content and ads.
The result. A clinic known for one thing, with patients who already knew what they wanted when they called.
From Known Doctors Get Booked, Chapter 1
Dental clinic turns one-visit pain patients into planned treatments
The problem. Patients came in for pain, got relief and disappeared. Implants and aligners were quoted often and started rarely.
What we did. Every visit now ends with a written plan and the next date on the calendar. We set up a six-monthly recall calendar, phased implant plans with payment options, and a before and after library organised by the concern each case answers.
The result. Recall visits became a steady base for the clinic, and more implant and aligner plans started on the day of the consultation.
Composite story from our client work
Two urologists with no online presence now get patients from videos
The problem. Two urologists with excellent clinical reputations had no Instagram, no YouTube and no online presence at all. Nearly every patient came from referrals or walk-ins, and because they treated the full range of urology problems, nobody remembered them for any one of them.
What we did. Their numbers showed kidney stones stood out, so they chose to own getting people out of stone pain fast and making sure the stones don't come back. We built both doctors' Instagram and YouTube from scratch with the doctors on camera, mostly in the local language mixed with English. The content led with kidney stones (myths, warning signs, prevention and what actually happens during treatment), with every script educating while also evoking emotion or entertaining.
The result. The practice started hearing a new sentence at the front desk: "I've been watching your videos."
From Known Doctors Get Booked, Chapters 1 and 2
Eye hospital fills its cataract list from patients already in its OPD
The problem. The OPD was busy with check-ups and glasses, but most cataract surgeries came from low-priced camps. Patients told to come back later simply never did.
What we did. We logged every patient advised to wait in the CRM with a review date and reminders, explained lens options to the family as three clear choices, and sent a short video that walks the patient through the day of surgery.
The result. Patients advised to wait came back on time, and more families chose the recommended lens once the options were laid out side by side.
Composite story from our client work
Plastic surgeon moves to a premium niche and leaves budget competition
The problem. A plastic surgeon was priced in the middle of his market: a little more expensive than the budget clinics, a little cheaper than the premium ones, and remembered by nobody.
What we did. We moved him to a premium niche with one clear speciality, priced at the top of his market. We rebuilt his offer around the premium promise: longer consultations, one coordinator from start to finish and a structured aftercare programme.
The result. He stopped competing with the budget clinics entirely.
From Good Doctors Go Broke, Chapter 4
ENTENT surgeon, competitive city
General ENT surgeon becomes the name patients ask for with sinus problems
The problem. He was one of many ENT surgeons in his city, and patients compared all of them on price.
What we did. We picked one problem to own: long-standing sinus and nasal blockage. We built a page for each condition, ran Google ads on those searches with matching pages, recorded short videos answering the questions his patients actually asked, and updated every referring GP after each consultation.
The result. Sinus surgery became the largest part of his surgical list, and more new patients arrived already asking for him by name.
Composite story from our client work
Aesthetic clinic ends festival discounts and recovers its margins
The problem. An aesthetic clinic ran a discount for every festival, every season and every slow week. Enquiries spiked during offers and died in between, patients learned to wait for the next sale, and margins kept shrinking.
What we did. We ended every discount and limited-period offer and built one written fee sheet that everyone quoted from. We added value instead of cutting price, with an aftercare kit and an extra review visit in every plan. The front desk got one simple line for every patient who asked for a discount.
The result. The bargaining stopped, the patients who came in were more serious, and the clinic's margins recovered.
From Good Doctors Go Broke, Chapter 4
Obstetric practice stops depending on deliveries alone
The problem. The practice was busy, but revenue rose and fell with the number of deliveries, and most mothers were never seen again after the first check-up.
What we did. We booked a post-natal care pathway before every discharge, set yearly well-woman reminders, and started talks on PCOS and menopause for working women's groups and housing societies, with WhatsApp follow-ups after every talk.
The result. Mothers kept coming back after delivery, and PCOS and menopause care grew into a steady second line of the practice.
Composite story from our client work
An oncologist who wanted the system, run by his own team
The problem. A senior oncologist wanted a predictable flow of the right patients, but wanted his own team, not an agency, to run it.
What we did. He joined our done-with-you Residency: his team runs the work from our scripts, templates and SOPs, with a weekly group call and a monthly one-to-one, building the numbers review, front desk, positioning and acquisition systems in order.
From our current client work
Cardiologist turns one-off scare visits into long-term care
The problem. Patients came in after a scare, got their tests done and were never seen again, until the next scare took them somewhere else.
What we did. Every first visit now ends with a follow-up schedule on the calendar and reminders on WhatsApp. We added an annual heart review, ran heart health talks for nearby offices, and sent every referring GP a short update after each consultation.
The result. Follow-up visits held steady month after month, and GP referrals became a regular source of new patients.
Composite story from our client work
Surgical practices
Surgeon delays hospital build and opens a smaller, more profitable setup
The problem. A surgeon was ready to take a large loan to build a full hospital before his practice had a steady flow of patients.
What we did. We asked him to wait a year, grow his patient base in his existing setup and track his numbers every week. By the end of that year, he knew exactly how many beds he could fill.
The result. He built a smaller, more profitable setup than the one he had planned. His cash flow stayed healthy and his walk-away number moved closer instead of further away.
From Good Doctors Go Broke, Chapter 1
Gastro clinic stops losing endoscopy patients on the price call
The problem. Callers asked what an endoscopy costs, the front desk read out a price, and most of them were never heard from again.
What we did. We gave the front desk a five-step call that asks about symptoms first and books a consultation, sent preparation instructions on WhatsApp with a reminder the day before, and kept a same-day slot free for urgent cases.
The result. Far more price callers booked a consultation, and fewer procedures were cancelled because of poor preparation.
Composite story from our client work
Rehab centre stops patients quitting after the third session
The problem. Patients started a ten-session plan, felt a little better after three, and stopped coming. Their results, and the centre's revenue, stopped with them.
What we did. We booked every session of the plan on day one, added a progress check at the fourth session to show patients how far they had come, shared home exercise videos between visits, and sent each referring surgeon a progress update.
The result. Far more patients finished their plans, and surgeons who received updates started sending more of their patients.
Composite story from our client work
Paediatric clinic keeps families through the whole vaccination schedule
The problem. Parents came in for fevers and vaccines, missed the next due date, and often ended up at whichever clinic was open.
What we did. We logged each child's vaccination schedule in the CRM with WhatsApp reminders before every dose, opened evening and weekend slots, and ran parent workshops at schools and housing societies.
The result. More families stayed with the clinic through the whole schedule, and the workshops brought in new families every month.
Composite story from our client work
Bariatric surgeon shortens a decision patients used to take months over
The problem. Patients researched for months, enquired, then went quiet. Their families were more afraid of the surgery than they were.
What we did. We started a monthly patient and family seminar, named the programme with clear phases before, during and after surgery, helped with insurance and payment options, and with consent, connected new patients to a support group of past patients.
The result. More enquiries turned into surgery dates, and the support group became the practice's strongest source of referrals.
Composite story from our client work
Family practice turns corporate health talks into a steady annual contract
The problem. A family practice ran a few health talks for a large employer nearby. Then the employer asked whether the clinic could do more.
What we did. We helped the clinic structure an annual health check programme for the employees. It included a specialist review day every month.
The result. It became a steady contract, and a reliable source of new patients for the clinic's other services.
From Rich Doctors Walk Away, Chapter 5
Surgical practices
Surgeon's surgeries rise to match consultations after definite endings
The problem. A surgeon had a strong booking rate and a strong show rate, yet his surgery numbers barely moved. Patients loved the consultation, said they would think about it, and went home with nothing in writing and no one following up.
What we did. We gave every consultation a definite ending. We set up a coordinator follow-up within a day.
The result. Patients stopped disappearing, and surgeries finally rose to match the consultations.
From Good Doctors Go Broke, Chapter 5
Specialist practices
Clinic gets far more bookings from the same enquiries and budget
The problem. A clinic with enquiries flat for months asked for a bigger ad budget. Mapping its numbers stage by stage showed the enquiries were healthy; the booking rate was the problem, because most callers were never offered an appointment.
What we did. We didn't touch the ad budget. We rebuilt the front desk call structure and trained the team for a month.
The result. The same enquiries started producing far more bookings.
From Good Doctors Go Broke, Chapter 5
Dermatology clinic's show rate rises sharply after nearly half were no-shows
~50%no-shows before the fix
The problem. A dermatology clinic had a decent booking rate, but nearly half the booked patients never turned up. There was no confirmation, no reminder, nothing between the call and the appointment.
What we did. We set up an instant WhatsApp confirmation and reminders the day before and on the day. Patients got a short video from the doctor in between, and no-shows got same-day calls.
The result. The show rate rose sharply, and the doctor's empty slots started filling.
From Good Doctors Go Broke, Chapter 6
Orthopaedic practice raises appointments without spending more on ads
The problem. An orthopaedic practice spending steadily on ads felt the ads weren't working. In fact, many leads were called back the next day, some were never called at all, and nobody was tracking the numbers.
What we did. We looked at the front desk rather than the ads. We helped the clinic build a proper response and follow-up system.
The result. Appointments rose, without spending a rupee more on ads.
From Good Doctors Go Broke, Chapter 1
Hair transplant surgeon ends per-graft pricing and wins on outcomes
The problem. A hair transplant surgeon quoted every patient a price per graft, like every other clinic in his city. Patients called five clinics, compared the per-graft number and went with the cheapest.
What we did. We replaced the per-graft quote with three hairline restoration plans, each built around an outcome rather than a graft count. We trained the doctor to recommend one plan after every diagnosis and explain why. The front desk stopped quoting exact prices on the phone and gave an honest range with an invitation to come in.
The result. Patients stopped comparing grafts and started comparing outcomes. Most patients now choose his recommended plan.
From Good Doctors Go Broke, Chapter 4
Urology practice's written plans answer families' questions at home
The problem. A urology practice gave patients a verbal explanation and a prescription slip. Patients forgot half of what they heard, couldn't explain it to their family, and many never came back.
What we did. We created a written treatment plan for every patient covering the diagnosis, outcome, method, options, support and fees in plain language. We set up a coordinator follow-up within a day of every consultation and added a prevention plan to every stone treatment.
The result. The written plan sat at the patient's dinner table and answered the family's questions.
From Known Doctors Get Booked, Chapter 3
Cosmetic surgeon's patients start choosing her recommendation on the spot
The problem. A cosmetic surgeon explained every option in great detail and then asked patients which one they wanted. Most left confused, saying they needed time.
What we did. We helped her build three clear options for each procedure. She practised one sentence: what she would recommend for this patient, and why.
The result. Patients stopped feeling lost, and most of them chose her recommendation on the spot.
From Good Doctors Go Broke, Chapter 7
Aesthetic clinic keeps EMI conversions and wins back its margins
The problem. An aesthetic clinic had offered no-cost EMI on everything for months without realising the lender's fee was coming straight out of its margin. When we ran the numbers, some plans were barely profitable.
What we did. We built the financing cost into the pricing. No-cost EMI stayed only where the margin could carry it, with standard EMI everywhere else.
The result. The clinic kept the conversion benefits and got its margins back.
From Good Doctors Go Broke, Chapter 10
Surgical practicesNew city
Surgeon new to a city builds a working practice within months
The problem. A surgeon moved to a new city where nobody knew him, with no patients, no referrals and no reputation. Building a patient base from nothing could take years.
What we did. We set him up with visiting roles at two established hospitals that didn't have his speciality, and introduced him to every doctor at both with a short teaching session on his niche. We built his Google profile and website from day one and started building relationships with the general practitioners around both hospitals.
The result. Within months, he had a working practice built on the hospitals' trust, while his profile caught everyone who searched his name and his referral network grew alongside.
From Known Doctors Get Booked, Chapters 5 and 14
Surgical practices
One weekly recording slot makes busy surgeon's content consistent and growing
The problem. A busy surgeon wanted to post regularly but could never find the time. He would record a video, skip three weeks and give up.
What we did. We moved all his recording to one fixed slot a week, with scripts prepared in advance from his patient map. He recorded seven videos in every session, one for each day, posted across every platform.
The result. For the first time, his content was consistent, and his followers, comments and enquiries grew month after month.
From Known Doctors Get Booked, Chapter 9
Specialist practices
Clinic turns the evening callers it was missing into appointments
The problem. A clinic closed its phones at seven in the evening, and nobody had checked how many calls came in after that. The call logs showed the evening was one of its busiest times, when working patients finally had a moment.
What we did. We extended the front desk hours into the evening. For anything after that, we set up an instant WhatsApp reply and a morning callback.
The result. A whole group of patients the clinic had been missing every day started turning into appointments.
From Good Doctors Go Broke, Chapter 6
Young dermatologist shrinks her wealth gap after a ₹3.6 crore calculation
₹3.6 croreher walk-away number, worked out on paper
The problem. A young dermatologist was about to take a large loan for a bigger clinic and a new car, both in the same year.
What we did. Before she signed, we walked her through her walk-away number: an extra ₹1 lakh a month of lifestyle is ₹12 lakh a year, and multiplied by 30 that is ₹3.6 crore more she would have to build. She postponed the car, took a smaller space for the clinic and put the difference into her investments.
The result. Her practice grew just as fast in the smaller space, and her gap shrank every year instead of growing.
From Rich Doctors Walk Away, Chapter 1
All-inclusive knee replacement plan stops families delaying the decision
The problem. An orthopaedic surgeon billed knee replacements with the surgery, room, implant and physiotherapy all priced separately. Families couldn't work out the final cost, and that uncertainty made them delay.
What we did. We turned the surgery into one all-inclusive plan, from the first scan to walking without support. We built three options around the implant, the technology and the length of physiotherapy support, with one clear recommendation. We added milestone payments and help with insurance paperwork.
The result. Families finally knew the full number on day one, and stopped putting off the decision because of it.
From Good Doctors Go Broke, Chapter 4
Hair clinic front desk moves from reading prices to booking consultations
The problem. A hair clinic's front desk answered every price question by reading out the price, and then the call ended.
What we did. We retrained the team on the call structure. Calls now start with discovery questions on the problem, what the patient has tried and why now, and end with two specific slots.
The result. Within weeks, far more callers were booking consultations, and they arrived knowing exactly why they were there.
From Good Doctors Go Broke, Chapter 6
Urologist finds unthanked GP referrers and turns them into regular ones
The problem. A urologist was convinced most of his patients found him online. A new "referred by" field showed a large share came from a handful of general practitioners he had never once thanked.
What we did. We started tracking every referral by doctor and set up a short update to each referring doctor after every consultation and treatment, with the patient's consent. We hosted a small evening CME for local practitioners on kidney stone prevention.
The result. The doctors who had been referring now and then began referring regularly, and new ones joined after the CME.
From Known Doctors Get Booked, Chapter 11
Cosmetic surgery practice wins price shoppers by helping them compare properly
The problem. A cosmetic surgery practice kept losing patients to a cheaper clinic nearby, and the team's instinct was to criticise the competitor.
What we did. We stopped the criticism completely. We gave the team a simple way to help patients compare on the surgeon, what was included, the aftercare and the results.
The result. Patients who compared properly started choosing the practice, and the ones who left for price left without bad feeling.
From Good Doctors Go Broke, Chapter 8
Aesthetic dermatology clinic's YouTube library sends in better-informed patients
The problem. A premium aesthetic dermatology clinic had a polished Instagram, but patients still arrived with the same basic doubts at every consultation. Short videos got attention but didn't build enough trust for high-value treatments.
What we did. We built a long-form YouTube library, with each video answering one question patients asked before booking. Every video was titled the way patients actually search and cut into short clips for Instagram.
The result. Patients started coming in having already watched the videos, with far fewer basic doubts and far better questions.
From Known Doctors Get Booked, Chapter 2
Hospital sees each treatment's acquisition cost after dedicated landing pages
The problem. A hospital was sending every ad, for every treatment, to its homepage. Someone searching for one procedure landed on a page listing thirty specialities, and left.
What we did. We split the account into one campaign per treatment and built a dedicated landing page for each. We added call tracking and recorded which calls turned into booked consultations.
The result. Enquiries went up, and for the first time the hospital could see exactly what each treatment cost to acquire.
From Known Doctors Get Booked, Chapter 7
Surgical practices
Surgeon's struggling YouTube channel becomes a steady source of high-value enquiries
The problem. A surgeon had been posting long videos for three months with very little to show for it, and he wanted to stop.
What we did. We reorganised the channel into playlists by condition and rewrote the titles in the words patients actually search. We added chapters, condition page links and pinned comments to every video, and kept the weekly rhythm going.
The result. A few months later, the library started compounding and became one of his steadiest sources of high-value enquiries.
From Known Doctors Get Booked, Chapter 10
Specialist practices
Clinic turns an angry review into a reason new patients book
The problem. A clinic received an angry review about a long wait and a rushed consultation, and the owner's first instinct was to argue.
What we did. We wrote a calm, specific reply and called the patient personally. We fixed the scheduling problem that had caused it.
The result. The patient updated the review, and new patients started mentioning that the reply had convinced them to book.
From Good Doctors Go Broke, Chapter 11
Skin clinic patients switch from asking price to asking start date
The problem. A skin clinic promoted more than twenty treatments on its social media page and website, each with a "Call Now" button. Enquiries were steady, but most patients asked for prices and disappeared.
What we did. We helped the doctor pick the one problem she was best known for. We rebuilt her messaging around it and packaged it as a clear treatment plan.
The result. Fewer services were promoted, but patients stopped asking "how much?" first and started asking "when can I start?"
From Good Doctors Go Broke, Chapter 1
Orthopaedic surgeon's surgeries rise within weeks after definite consultation endings
The problem. A skilled orthopaedic surgeon ended almost every consultation with "Think about it and let us know." Patients loved him, but most of them never came back.
What we did. We worked with him on one change: a definite ending to every consultation. Every patient now leaves with a surgery date, a test with a review slot, or a family session on the calendar.
The result. His surgeries rose within weeks, and his patients said they felt more looked after, not less.
From Good Doctors Go Broke, Chapter 7
Hair clinic loses far fewer undecided patients after asking one question
The problem. A hair clinic was losing most undecided patients to "I'll think about it".
What we did. We trained the team to respond with one question: "Can I ask what you'd like to think over?" Usually the answer was the payment or what the family would say, so the team handled those concerns on the spot and booked a follow-up for everyone who still wanted time.
The result. Far fewer patients disappeared.
From Good Doctors Go Broke, Chapter 8
UrologySenior citizens' groups and housing societies in the area
Community awareness sessions bring older men in for long-ignored prostate symptoms
The problem. A urology practice wanted to reach older men who kept putting off seeing a doctor about prostate symptoms.
What we did. We set up awareness sessions with senior citizens' groups and housing societies in the area, where the doctor explained the warning signs simply and answered every question openly. We then followed up personally with everyone who asked for a consultation.
The result. Many of the men who came in had lived with their symptoms for years and had never had anyone explain it in a way that made them act.
From Known Doctors Get Booked, Chapter 12
Cosmetic surgery practice ends discounting and raises its average plan value
The problem. A cosmetic surgery practice's coordinator kept offering small discounts to close patients, and margins were quietly shrinking.
What we did. We retrained her to negotiate the plan instead of the price. She now offers the right option, a payment schedule or a better date.
The result. Discounts stopped, patients stayed just as happy, and the practice's average plan value went up.
From Good Doctors Go Broke, Chapter 9
Aesthetic clinic converts by showing proof that matches each patient
The problem. An aesthetic clinic had a gallery of stunning results that wasn't converting. Patients said none of the results looked like them.
What we did. We rebuilt the proof library and organised it by the patient's concern, age group and skin type. The team was trained to show two or three similar cases instead of the ten most impressive ones. We added the doctors' training, memberships and conference talks to the consultation room and the written plan.
The result. Patients finally saw someone like themselves in the proof, and believed the result was possible for them too.
From Known Doctors Get Booked, Chapter 3
Surgical hospital cuts claim queries and gets insurance payments faster
The problem. A surgical hospital was empanelled with several insurers, but claims kept coming back with queries and payments were months late.
What we did. We built a documentation checklist for every procedure, reviewed before each claim went out. We trained the TPA staff and tracked queries and rejections by reason every month.
The result. Queries dropped, payments came in faster, and the hospital's cash flow finally became predictable.
From Known Doctors Get Booked, Chapter 13
Surgical practices
Surgeon who left his hospital job fills his calendar within a year
The problem. A talented surgeon left his hospital job to start his own practice, confident his reputation would bring patients. It didn't, at least not fast enough: he had skill, but no niche, no marketing and only a few months of savings.
What we did. We helped him narrow his focus and build his first authority assets. We set up a front desk that could convert enquiries.
The result. Within a year, his calendar was full.
From Rich Doctors Walk Away, Chapter 2
Specialist practices
Same ads, same budget, far more treated patients after fixing response
The problem. A clinic's ads with another agency produced plenty of leads but almost no patients, and the doctor thought the leads were fake. Many had never been called and most of the rest were called the next day, because one receptionist was handling walk-ins, the phone and every new enquiry.
What we did. We paused the ads and fixed speed to first contact, with a dedicated person for new enquiries and an instant WhatsApp reply. Then we relaunched with the same budget.
The result. Same ads. Same budget. Far more treated patients.
From Known Doctors Get Booked, Chapter 4
Dermatologist raises fees every year and his clinic stays full
The problem. A dermatologist hadn't changed his fees in years, although his consult conversion had been well above the benchmark for months and patients were waiting weeks for a slot. He was afraid any rise would empty his clinic.
What we did. We set one fixed date every year for his price review. Fees rose for new patients only, and every existing plan and quote was honoured. The rise was paired with a longer follow-up programme, so the new price came with something new.
The result. His clinic stayed full, and he now raises his fees every year without the fear.
From Good Doctors Go Broke, Chapter 4
Knee replacement practice answers family doubts in one video call
The problem. A knee replacement practice kept hearing "I need to ask my son", and the son usually lived in another city.
What we did. We started offering a short video call with the doctor for the family. The call was booked before the patient left the clinic.
The result. The children heard the doctor explain the surgery themselves, and the family's doubts were answered in one conversation instead of weeks of back and forth.
From Good Doctors Go Broke, Chapter 8
Coordinator frees busy hair transplant surgeon and lifts procedure conversions
The problem. A busy hair transplant surgeon was seeing more than twenty-five consultations a day and personally explaining every fee and payment option. Consultations ran late, patients waited for hours and many undecided patients were never followed up.
What we did. We hired and trained a treatment coordinator and built a proper handover. We set up a follow-up routine for everyone who didn't decide on the day.
The result. The doctor got his time back and his day ran on schedule. More consultations turned into procedures, because someone finally owned the last step.
From Good Doctors Go Broke, Chapter 9
Google ads rebuilt around how patients actually search
The problem. A clinic focused on one surgery was paying for broad searches that brought clicks from people who were never going to book.
What we did. We rebuilt the keyword plan around buyer intent: the exact phrases patients use when they're ready to choose a surgeon, matched to pages that answer that search, with the search terms reviewed every week.
From our current client work
Fresh weekly creatives bring aesthetic clinic's Meta costs back down
The problem. An aesthetic clinic had one ad that worked brilliantly, so it ran it for a whole year. As the cost per lead kept climbing over the last few months, they decided Meta had stopped working.
What we did. We built a weekly routine of three to five new doctor-led videos, with every script pulled from their patient map. We let the data pick the winners and retired every ad the moment it got tired.
The result. With fresh creatives coming in every week, costs came back down and stayed there.
From Known Doctors Get Booked, Chapter 8
Surgical practicesMain centre in one city; outreach clinics in smaller towns
Monthly small-town outreach clinics become a steady source of surgical patients
The problem. A surgeon with a well-equipped centre in one city noticed many patients travelled two or three hours from smaller towns, often after putting off the trip for months.
What we did. We found three hospitals in those towns without a specialist in his niche and set up a fixed monthly clinic at each, announced in advance through the hospital and local doctors. We agreed a clear pathway: consultations and follow-ups done locally, surgeries at his main centre.
The result. Patients who had been putting off the journey started coming in earlier, and the outreach clinics became a steady source of surgical patients.
From Known Doctors Get Booked, Chapter 14
Surgical practices
Surgeon separates his accounts and knows his real profit within a year
The problem. A successful surgeon ran his entire financial life through one account, from patient payments and clinic bills to school fees and holidays. He had no idea what the practice earned or what his family spent.
What we did. Working with his CA, he split everything into separate business and personal accounts. He set a fixed monthly salary for himself and moved profits out every quarter.
The result. Within a year, he knew his real profit for the first time, and his savings had grown far faster than in any year before.
From Rich Doctors Walk Away, Chapter 7
Specialist practices
Referral-dependent doctor spreads risk so no source brings over half
The problem. An established doctor had built his entire practice on referrals from a handful of other doctors. When two of them retired in the same year, his patient flow dropped almost overnight.
What we did. We built his Google profile and condition pages so patients could find him directly. We started paid advertising for his core treatment and rebuilt his referral network with regular CMEs for local general practitioners.
The result. Within a year, no single source brought in more than half of his patients.
From Known Doctors Get Booked, Chapter 4
Dermatologist converts far more consultations by narrating the examination
The problem. A dermatologist examined every patient in complete silence, then gave the diagnosis in medical terms. Patients nodded politely and didn't book.
What we did. We trained him to narrate the examination in simple words and show patients their own skin under magnification. He also learned to repeat the patient's goal back to them before recommending.
The result. Same doctor, same skills: he started converting far more consultations, because patients finally understood what he was seeing.
From Good Doctors Go Broke, Chapter 7
Hospital nurse trained as coordinator gives joint unit its steadiest conversions
The problem. A hospital was struggling to find a coordinator for its joint replacement unit, because candidates from sales backgrounds felt too pushy to patients.
What we did. One of the hospital's own nurses, known for how much patients trusted her, was ready for a change. We trained her on the plans, the payment options and objection handling.
The result. Patients and families trusted her from the first conversation, and the unit's conversions became the steadiest they had ever been.
From Good Doctors Go Broke, Chapter 9
Hair transplant clinic adds EMI and patients book straight after consultation
The problem. A hair transplant clinic kept losing patients who clearly wanted the procedure but couldn't pay the full amount at once. It had never offered any financing.
What we did. We brought in two lending partners and trained the coordinator to explain EMI simply. We put the monthly figure next to the total in every written plan.
The result. Patients who had been saying "maybe next year" started booking their procedures right after the consultation.
From Good Doctors Go Broke, Chapter 10
Premium aesthetic clinic's patients arrive informed after pre-consultation videos
The problem. A premium aesthetic clinic's consultations were long and repetitive, with the doctor explaining the same basics to every patient, every day.
What we did. We built a long-video library answering the questions he answered most often. We started sending the right video to every new enquiry on WhatsApp before their consultation.
The result. Patients began arriving already informed, and consultations skipped the basics and moved straight on to the patient's own case.
From Known Doctors Get Booked, Chapter 10
Surgical practices
Crore-a-year surgeon resets his priorities after calculating his walk-away number
The problem. A surgeon in his late forties was earning well over a crore a year but had very little invested outside his home and his hospital stake, and his family's lifestyle had grown with every pay rise. At his current pace, he would need to keep operating into his seventies.
What we did. We calculated his walk-away number together. He started paying himself a fixed salary, put the rest on a written investment plan and began building a team so his income no longer depended on his own OT slots.
The result. That evening changed his priorities.
From Rich Doctors Walk Away, Chapter 1
Specialist practices
Clinic grows revenue by judging campaigns on cost per treated patient
The problem. A clinic had the lowest cost per lead we had seen in its city, but its revenue hadn't moved at all.
What we did. We tracked every lead all the way to treatment and compared campaigns by cost per treated patient instead of cost per lead. We moved budget from the cheapest-lead campaign to the one that brought in the most treated patients.
The result. The cost per lead went up, the cost per treated patient went down, and revenue finally started growing.
From Known Doctors Get Booked, Chapter 4
Skin clinic raises plan completion sharply by booking every session upfront
The problem. A skin clinic sold good six-month plans, but a large share of patients stopped after two or three sessions and then told friends the treatment hadn't worked.
What we did. We started booking every session in the plan on the day the patient decided. Every missed visit got a call within a day, and patients saw their progress photos privately at each session.
The result. Plan completion rose sharply. Results improved, and so did what patients said about the clinic.
From Good Doctors Go Broke, Chapter 11
Milestone payments let knee replacement families stop delaying surgery
The problem. A knee replacement unit found that many families could manage the cost but struggled with one large payment.
What we did. We built a milestone plan around the phases of the treatment: a part at booking, a part at surgery and the rest during physiotherapy. Insurance support was added where it applied.
The result. Families who had been delaying surgery could finally plan for it.
From Good Doctors Go Broke, Chapter 10
Hair clinic builds steady revenue with a one-year hair protection plan
The problem. A hair clinic's relationship with most patients ended a few months after their procedure.
What we did. We built a one-year hair protection plan with scheduled reviews, maintenance sessions and direct access to the doctor. It was priced on its value.
The result. Patients who joined stayed under the clinic's care and their results stayed protected. The clinic gained a steady, predictable source of revenue it had never had before.
From Good Doctors Go Broke, Chapter 11
AI assistant gets hospital unit's new staff confident in days, not months
The problem. A growing hospital unit was hiring front desk and coordinator staff faster than it could train them, and quality kept slipping.
What we did. We turned their SOPs, scripts and fee sheet into an AI assistant the team could ask questions. We paired it with weekly AI scoring of calls.
The result. New staff became confident in days instead of months, and the managers could see exactly who needed more help.
From Rich Doctors Walk Away, Chapter 3
Specialist practices
Clinic cuts six channels to three and its enquiries go up
The problem. A clinic with a team of three people was running Instagram, YouTube, Google ads, Meta ads, a referral programme and health camps all at once. Every channel was half done and none of them was working.
What we did. We cut them down to three: the Google profile, Meta ads and short video. Each channel got a single owner, who tracked one number every week.
The result. With fewer channels, every one finally got done properly, and total enquiries went up, not down.
From Known Doctors Get Booked, Chapter 5
Skin clinic brings back patients from hundreds of unfinished treatment plans
The problem. A skin clinic had hundreds of patients who had started treatment plans and stopped partway through, and nobody had ever followed up.
What we did. We pulled every incomplete plan from the records and grouped them by how far each patient had got. The coordinator called each one personally, asked what had stopped them, rebooked those who wanted to continue and sorted out small problems like timing or payment schedules.
The result. A big share of those patients came back to finish their plans, and many said nobody had ever asked them before.
From Good Doctors Go Broke, Chapter 12
Knee replacement unit sees patients return earlier for their second knee
The problem. A knee replacement unit discharged patients after physiotherapy and rarely saw them again, even though many had arthritis in the other knee too.
What we did. We set up a completion review with the surgeon and a review calendar at three months, six months and a year. Patients got a simple explanation of the early signs in the other knee.
The result. Many patients came back for their second knee earlier, before the damage got severe, and with far less fear because they already trusted the team.
From Good Doctors Go Broke, Chapter 11
Hair transplant surgeon's hairline rating videos go viral and start conversations
The problem. A hair transplant surgeon's educational videos were accurate, useful and barely watched. Once a new format went viral, the views were huge but enquiries barely moved, because viewers had no easy next step.
What we did. We introduced a format where he rated celebrity hairlines out of ten and explained in simple words why each looked natural or not, keeping every video on natural hairlines. When the videos went viral, we added a comment keyword to every video that triggered an automatic DM with a short guide and a WhatsApp link, and updated his bio and highlights with a link to his hair transplant page. We turned the rating format into a weekly series.
The result. The format went viral more than once, and the next viral video brought conversations, not just views.
From Known Doctors Get Booked, Chapters 2 and 9
One CRM shows hospital unit exactly where patients were being lost
The problem. A hospital unit had leads in one spreadsheet, bookings in another, call logs on the phone system and payments in a fourth place. Nobody could answer a simple question like "what does a new patient cost us?"
What we did. We moved everything into one CRM with clear stages and connected the phone, WhatsApp and calendar to it. We built a weekly dashboard.
The result. For the first time, the team could see exactly where patients were being lost, and fix it.
From Rich Doctors Walk Away, Chapter 4
Specialist practices
Database reactivation pays for clinic's first few months of advertising
The problem. A clinic wanted to start advertising, but money was tight. Its CRM held thousands of old enquiries who had never booked and hundreds of patients who had started plans and never finished.
What we did. Before spending a rupee on ads, we reactivated the database. We messaged only people who had agreed to hear from the clinic and gave them a genuine reason to come back.
The result. The patients who returned in the first month paid for the clinic's first few months of advertising.
From Known Doctors Get Booked, Chapter 5
Dermatology clinic makes referrals a regular source by simply asking
The problem. A dermatology clinic had delighted patients and hardly any referrals, because nobody had ever asked.
What we did. We found the moment patients were happiest, the review visit where they could see clear improvement, and trained the doctor and coordinator to ask one simple, honest question then. We added a message patients could forward on WhatsApp and a "referred by" field in the CRM.
The result. Referrals became a regular part of the clinic's new patients, and the clinic could finally see, and thank, the patients sending them.
From Good Doctors Go Broke, Chapter 13
Joint replacement review calendar brings patients and their families back
The problem. A joint replacement unit lost touch with most of its patients once their physiotherapy ended.
What we did. We built a review calendar for every patient at three months, six months and one year after surgery. Each review got a short, personal reminder before it, and anyone who didn't reply got a call.
The result. The reviews brought patients back, and many came with their other knee or with a family member who needed help too.
From Good Doctors Go Broke, Chapter 12
One patient workshop gives hair restoration surgeon months of content
The problem. A senior hair restoration surgeon wanted to be seen as a teacher, not just another clinic in a crowded city.
What we did. We built an educational workshop with him on hair loss and hair restoration, open to anyone who wanted to understand their options. We recorded it and cut it into short clips and long-form video.
The result. One workshop gave him months of content and the position of the person who explains the subject to everyone else.
From Known Doctors Get Booked, Chapter 2
In-clinic lab collection point gets patients tested the same day
The problem. An orthopaedic and urology practice sent every patient across town for blood tests and scans. Many came back days late, and some never came back at all.
What we did. We partnered with an established lab to run a collection point inside the clinic. We reserved imaging slots for the practice's patients at a nearby centre.
The result. Patients finished their tests the same day, follow-up appointments filled faster, and the clinic earned rent from the space it provided.
From Rich Doctors Walk Away, Chapter 5
Specialist practices
Clinic invisible two kilometres away starts ranking where its patients live
The problem. A clinic ranked first for its niche when searched from right outside its door, but two kilometres away it simply didn't exist.
What we did. We checked its rankings across the whole city, neighbourhood by neighbourhood, and built proper pages for the areas where most of its patients actually lived. We focused the review requests and weekly posts on those areas.
The result. Slowly, the clinic started showing up where its patients were, not just on its own street.
From Known Doctors Get Booked, Chapter 6
Dermatologist breaks past a years-long revenue plateau within a year
The problem. A dermatologist had been at roughly the same monthly revenue for years, with every patient, every decision and every question going through her.
What we did. We hired her first associate doctor and a practice manager, wrote the core SOPs and set up the weekly and monthly rhythm. Over about a year, we transferred her trust to the associate through joint consultations, reviews and putting the associate in her videos.
The result. Within that year, the practice finally broke past the number it had been stuck at.
From Rich Doctors Walk Away, Chapter 3
Knee replacement unit turns patients' relatives into early consultations
The problem. A knee replacement unit noticed that almost every patient came to reviews with a son, a daughter or a spouse, and many of those family members had joint problems of their own.
What we did. We trained the team to welcome family members as guests and answer their questions too. Every family got a short guide to the early signs of joint problems.
The result. Family members started booking their own consultations, often months before their pain became severe.
From Good Doctors Go Broke, Chapter 13
Named method stops hair transplant patients comparing clinics on price
The problem. A hair transplant surgeon did exceptional work but described it the way every other clinic did: "We'll do FUE." Patients heard the same words everywhere, so they compared on the only thing left, the price.
What we did. We mapped his process into four phases, named the whole method after him and turned it into a one-page diagram for his consultation room, website and videos. We rewrote his consultation around a sequence: listen, diagnose visually, repeat the outcome, walk through the method, then recommend. He started drawing the planned hairline on every patient's forehead during the consultation.
The result. Patients stopped asking how he compared with other clinics and started asking when they could begin.
From Known Doctors Get Booked, Chapter 3
Specialist practicesSpecialist clinic
Negative keywords redirect specialist clinic's ad budget to real patients
The problem. A specialist clinic's ads were getting clicks all day and hardly any patients. A big share of the budget was going to people searching for jobs, training courses and free home remedies.
What we did. We built a proper negative keyword list and tightened the matching on every campaign. We started reviewing the search terms every week.
The result. The same budget began reaching people who actually wanted treatment.
From Known Doctors Get Booked, Chapter 7
Two-clinic dermatologist restructures into a company an investor can back
The problem. A successful dermatologist running two clinics was still practising as a sole proprietor, so all the business risk rested on her personally. When an investor showed interest, the structure became a problem overnight.
What we did. With her CA and lawyer, she moved the clinics into a private limited company. She put proper contracts in place for every associate and staff member and cleaned up the books.
The result. It took months, but it made the practice something an investor could actually invest in.
From Rich Doctors Walk Away, Chapter 6
Family sessions turn knee replacement families from obstacle into yes
The problem. An orthopaedic surgeon kept losing knee replacement patients after what felt like a great consultation. The patient was convinced, but the children were the ones deciding, and they had never heard the doctor explain anything.
What we did. We built a family session into every plan, in person or on a video call, and assigned one coordinator to every family from the first scan to the last physiotherapy session. We added milestone payments and insurance support to the written plan next to the fee. We created simple guidance for families travelling from other towns.
The result. The family stopped being the obstacle and became the reason the patient said yes.
From Known Doctors Get Booked, Chapter 3
Hair clinic's rejected ads get approved and perform better too
The problem. A hair clinic's ads were being rejected again and again. Every one of them opened with a question like "Are you losing your hair?"
What we did. We rewrote every ad to talk about the problem without assuming anything about the viewer, and set every cosmetic campaign to adults only. We swapped the shame-based hooks for education and empathy.
The result. The ads were approved, and they performed better too.
From Known Doctors Get Booked, Chapter 4
Specialist practices
Practice owner takes a full month off and his profit holds
The problem. A practice owner dreamed of taking one full month off with his family, but he had never managed even a week without his phone ringing.
What we did. We used the thirty-day test as his goal for the year: build a practice whose profit would hold if he disappeared for a month. It took a manager, an associate doctor and the systems covered later in the book.
The result. The following year, he took the month, and his profit held.
From Rich Doctors Walk Away, Chapter 1
Dermatologist buys her clinic premises and turns rent into personal income
The problem. A dermatologist had paid rent on the same proven location for years.
What we did. Once the practice was stable, she bought the premises through a separate entity. She then leased them to her clinic at market rent.
The result. The practice's books stayed clean and the rent became steady personal income. When she later brought in an investor, the property stayed with her.
From Rich Doctors Walk Away, Chapter 7
Joint replacement unit sees exactly what its Google profile brings in
The problem. A hospital's joint replacement unit got calls every day, but nobody knew how many came from Google, and the doctor kept asking whether the profile was worth the effort.
What we did. We added a tracked number to the profile and tags to every website link. We started logging the source of every call in the CRM.
The result. Within a month, he could see exactly how many patients the profile brought in, and it became the channel he cared about most.
From Known Doctors Get Booked, Chapter 6
Hair clinic's leads cost a little more and far more turn up
The problem. A hair clinic was getting leads at a very low cost, but almost none of them booked, and many didn't even remember filling in the form.
What we did. We added qualifying questions to the form and set up an instant WhatsApp reply and a call within five minutes. We started sending booked and treated patients back to Meta, so it could learn who the real patients were.
The result. Leads got a little more expensive, and far more of them walked through the door.
From Known Doctors Get Booked, Chapter 8
Specialist practices
Three-clinic owner finally sees how far he is from financial freedom
The problem. A doctor running three clinics had passed the thirty-day test: his business ran without him and its profit held. But his money was scattered across tips, property bought on advice and a friend's business.
What we did. We worked with him and his advisers to write an investment policy and move his long-term money into a disciplined plan. We set up tracking of his net worth against his walk-away number every quarter.
The result. For the first time, he could see exactly how far he was from Layer 3, and how long it would take to get there.
From Rich Doctors Walk Away, Chapter 2
Knee surgeon becomes local doctors' first choice for knees within a year
The problem. A knee surgeon in a very competitive city was struggling to stand out.
What we did. We built a teaching session every quarter for general practitioners and physiotherapists on when to refer knee patients and what happens after surgery. We added a one-page referral guide and a direct WhatsApp line for referring doctors.
The result. Within a year, he was the surgeon local practitioners thought of first for knees, because he was the one who had taught them.
From Known Doctors Get Booked, Chapter 11
Growth path keeps restless hair transplant associate, who opens second centre
The problem. A hair transplant practice had a talented associate who was getting restless and talking about opening his own clinic.
What we did. We sat down with the founder and built a real growth path. It ran from senior associate to head of a new centre, with a partnership in that centre if it hit its targets.
The result. The associate stayed, opened the second centre and became one of the practice's strongest leaders.
From Rich Doctors Walk Away, Chapter 3
Specialist practices
Clear decision rights give doctor hours back and let his manager manage
The problem. A clinic hired a capable practice manager, but the doctor still approved every order, every leave request and every schedule change. Nothing moved without him, and the manager was close to quitting.
What we did. We wrote down exactly which decisions the manager owned and which still came to the doctor. We set a weekly meeting for everything else.
The result. The doctor got hours of his week back, and the manager finally started managing.
From Rich Doctors Walk Away, Chapter 3
Orthopaedic clinic's office wellness talks bring a steady stream of patients
The problem. An orthopaedic clinic sat right next to a big business district, yet almost none of its patients came from the offices around it.
What we did. We built a thirty-minute talk on back and neck pain from long hours at a desk and pitched it to nearby HR teams as a free wellness session. We added a short posture and pain questionnaire, with a call within a day for everyone who wanted a consultation.
The result. The offices that hosted the talk started sending a steady stream of patients, and several invited the doctor back every quarter.
From Known Doctors Get Booked, Chapter 12
WhatsApp AI assistant books hair clinic's late-night enquiries before opening time
The problem. A hair clinic got a big share of its enquiries late at night. Nobody was there to reply, and by morning many of those patients had moved on.
What we did. We set up an AI assistant on WhatsApp to reply within seconds, ask a few qualifying questions and offer real consultation slots. Anything complex was handed to the front desk the next morning.
The result. Late-night enquiries started turning into booked appointments before the clinic had even opened.
From Rich Doctors Walk Away, Chapter 4
Specialist practices
AI call scoring lifts clinic's calls and booking rate within a month
The problem. A clinic owner wanted to improve his front desk but had no time to listen to calls.
What we did. We set up AI transcription and scoring of every call against the clinic's call structure. Each week he looked at a short report showing which staff members skipped discovery or forgot to offer slots, then played the best and worst calls in the team meeting.
The result. Within a month, the team's calls were noticeably better. So was the booking rate.
From Rich Doctors Walk Away, Chapter 4
Insurance panels make cashless a reason to choose the joint unit
The problem. A joint replacement unit kept losing insured patients after they had already decided on surgery, as families moved to network hospitals at the last moment.
What we did. We listed the insurers most of their patients held and went after those panels first. We set up a dedicated TPA desk with a clear checklist for every pre-authorisation, and added the list of empanelled insurers to the website, condition pages and Google profile.
The result. Insured patients stopped leaving at the last step, and cashless became a reason to choose them.
From Known Doctors Get Booked, Chapter 13
In-house pharmacy gives hair restoration clinic a steady new revenue stream
The problem. A hair restoration clinic prescribed the same medicines and aftercare products to almost every patient, and every one of those patients bought them somewhere else.
What we did. We set up an in-house pharmacy counter with a qualified pharmacist. We added a small range of the clinic's own aftercare products.
The result. Patients got the right products immediately and followed their plans more closely, and the clinic gained a steady stream of revenue from something it was already doing.
From Rich Doctors Walk Away, Chapter 5
Specialist practices
Unread clinic lease leads to a lawyer review rule for every client
The problem. A clinic signed a lease for a new location in a hurry without reading it closely. Two years later, wanting to move, it discovered a long lock-in, a steep annual rent increase and penalties for leaving early.
What we did. We now insist that every clinic we work with has its lawyer review any lease before signing. Each clinic negotiates the lock-in, the escalation and the exit terms upfront.
From Rich Doctors Walk Away, Chapter 6
Hair restoration surgeon's doctor workshop becomes an education business within a year
The problem. A senior hair restoration surgeon was regularly approached by younger doctors who wanted to learn his technique.
What we did. We helped him turn that demand into a structured workshop. We built the landing page and the webinar funnel to fill it, and recorded the sessions as content.
The result. The first workshop filled up and the next ones followed. Within a year, education had become a stream of its own, also bringing him referrals and a pipeline of trained associates.
From Rich Doctors Walk Away, Chapter 5
Specialist practices
Doctor stops chasing tips after writing his first investment policy
The problem. A doctor had invested for years in whatever patients, friends and relatives recommended: shares, a friend's business and some land outside the city. Very little of it had grown, and some of it was gone.
What we did. He wrote his first investment policy with an independent adviser. He moved his long-term money into a simple, diversified plan invested every month, and built a proper safety bucket.
The result. He hasn't followed a tip since.
From Rich Doctors Walk Away, Chapter 7
Fast-growing hair clinic pays the price for registering for GST late
The problem. A fast-growing hair restoration clinic had never asked whether its procedures were taxable under GST. A specialist CA found that most of its hair transplant revenue was taxable and it should have registered long before.
What we did. The clinic registered and restructured its billing to separate taxable and exempt services. It dealt with the past exposure on its CA's advice.
The result. It cost money and stress that a single early conversation would have avoided.
From Rich Doctors Walk Away, Chapter 6
Specialist practices
Two-year plan turns a doctor-dependent practice into a business buyers value
The problem. A senior doctor decided to sell his practice after thirty years, and the offers shocked him. Every patient came for him personally, the books were mixed with his personal finances and there were no contracts with the staff.
What we did. We worked with him on a two-year plan. We brought in two associate doctors and transferred patient trust to them, cleaned up the books and contracts, and documented the systems.
The result. When he went back to the market, the practice was a business, not a job, and the offers reflected it.
From Rich Doctors Walk Away, Chapter 8
Specialist practices
Three-clinic owner steps back within two years without selling
The problem. A doctor who owned three clinics wanted her life back, but she didn't want to sell.
What we did. We helped her hire an experienced operations head. We structured a stake in the profits that grew as the business grew.
The result. Within two years, the clinics ran day to day without her. She practised only on the days she chose, and the business kept paying her as its owner.
From Rich Doctors Walk Away, Chapter 8
Specialist practices
Doctor chooses an upfront sale over an earn-out at the same price
The problem. A practice received two offers at almost exactly the same price. One paid most of the money at closing; the other paid much of it later, through an earn-out tied to targets the doctor would have little control over once the buyer took charge.
What we did. With her advisers, she looked past the headline numbers to the deal terms. She chose the offer that paid most of the money at closing.
The result. She chose the first offer even though the headline numbers looked identical; understanding the terms made all the difference.
From Rich Doctors Walk Away, Chapter 8
Client stories are composites. Names are left out, and each story combines details from more than one practice, with some details changed, to protect privacy. Results vary with speciality, city, team, pricing and effort, and are not typical or guaranteed.
