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
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
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
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
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
Rich Doctors Walk Away