A trail through a pine forest toward snow-capped mountains

RVNOPS

I advise. Your team builds it and keeps it.

I founded RVNOPS in 2026 and I lead it. I find the real growth block, write the plan with your people, and coach them while they do the work.

See the method Visit RVNOPS

The firm

I founded RVNOPS in 2026, and I lead it.

RVNOPS is a healthcare growth consulting firm in Baltimore. I advise CEOs, COOs, and growth leaders across marketing, intake, technology, AI, data, and finance. One industry at a time. Fixed scope. No hourly billing.

Visit rvnops.io

What RVNOPS is

Advice from someone who has run it

I review the work, name the growth block, write the plan with your leaders, and stay while your team builds it. I do not take the work home.

How the work is set up

Your team builds it and keeps it

Diagnostic Audit, Growth Blueprint, then Team Enablement. Diagnose, design, build, measure. Your people run the campaigns, own the systems, and keep all of it after handoff.

The division of labor

What I do, and what stays with your team.

A drafting table at night with an unrolled systems blueprint, brass dividers, and a copper rule — The plan comes first. Your team builds from it.

My part

Judgment from having done it

Review the work, the systems, and the numbers, and name the real growth block.
Write the plan with your leaders: owners, budget, order of work, and measures.
Meet weekly while the work happens, review it, and train the people who own it.
Check results against the starting point and help close the gaps.

Your team’s part

The work, and the results

Run the campaigns, with your team or your agencies.
Build and maintain the website, integrations, and reports.
Own the CRM, the vendors, and the data.
Keep all of it after the engagement ends.

Scope

Growth problems rarely stay in one department.

A lost admission can start in a paid campaign, stall in intake, vanish in the CRM, and surface months later as a finance question. Most advisors see one of those rooms.

I’ve led marketing, sales, technology, IT, finance, and hiring, and I’ve been through the integration of a dozen companies. That’s why I can follow a problem from one function into the next.

Marketing. Connect paid and organic work to intake, new patients, census, and revenue.

Method

Four phases, one handoff.

Every phase has a fixed scope and a clear output. The order matters: nobody builds until we agree on the problem, and I don’t leave until your team can run what they built.

Diagnose
2 to 3 weeks
I review ad accounts, search, email, and the website, then follow calls and forms through intake, the CRM, and patient records. I check revenue reports and the budget.
Who’s in the room
An executive sponsor, leaders from marketing, intake, technology, and finance, and the people who use the systems every day.
What you get
A Diagnostic Audit: the main growth block, the evidence behind it, and the first actions.
Design
3 to 4 weeks
We set priorities across campaigns, the website, intake, CRM work, data, and finance. Every task gets an owner, a budget, a due date, and a measure.
Who’s in the room
The same leaders test the plan with me. Staff and vendors join when their work or system is part of a decision.
What you get
A Growth Blueprint: work plan, owners, budget, measures, risks, and order of work.
Build, alongside
Quarterly
Your team runs the campaigns, builds the pages, and connects the systems. I meet with them weekly, guide the work, and document each decision.
Who’s in the room
The people who will own the work, plus your agencies and software vendors when needed.
What you get
Working campaigns, pages, integrations, reports, and training, all built by your team.
Measure
Ongoing
We compare results with the starting point: calls, leads, intake speed, admissions, revenue, and cost. Then I help your team close the gaps and take full ownership.
Who’s in the room
Leaders review results with the staff who own each measure. Finance and marketing work from the same facts.
What you get
A final handoff, clear reports, and a review schedule your team keeps.

Who leads the work, phase by phase

Diagnose
Design
Build
Measure
After handoff

MeYour teamIllustrative, not a contract term.

Engagements

Three ways to start.

Fixed scope, no hourly billing, and one healthcare industry at a time. Start with the audit, or bring a plan you already trust and use the quarterly support.

Full methodology on RVNOPS

2 to 3 weeks
Diagnostic Audit
The main growth block, the evidence behind it, and what it costs.
I review marketing, the website, intake, systems, reporting, and spend. You get a short report: the problem, the proof, the risks, and the first actions to take.
3 to 4 weeks
Growth Blueprint
A plan written with the people who will do the work.
We turn the audit into a plan your team can build: what to do, in what order, who owns it, the budget, the due dates, and how each piece gets measured.
Quarterly
Team Enablement
Weekly guidance while your team builds and runs it.
I meet with your team every week while they build. I review the work, train the owners, check results, and help close the gaps until they can run it without me.

Case notes

How the advice played out.

Five engagements, told the way they happened: what was broken, what I advised, and what changed once the client’s team built it.

Case studies on RVNOPS

Behavioral health marketing

AI voice and chat for intake

Answering after-hours calls for behavioral health

Before: A behavioral health network missed calls at night and on weekends. Staff returned voice messages the next morning. Many families had already called another provider.
How I advised: I reviewed call records and the admissions team’s intake rules. The team then added an AI voice agent, with my guidance, for after-hours and overflow calls. It saved each call in the CRM, routed urgent needs to a clinician, and booked assessments.
What changed: Families got an answer when they called. The admissions team started each day with clear CRM records and next steps. More after-hours calls moved into care.

Dental group marketing

Revenue operations and CRM

Tracking new patients across a dental group

Before: A dental group used paid search, social ads, direct mail, and radio. Its patient system did not save the source of each new patient. Agencies gave different reports, and finance could not match them to the schedule.
How I advised: I reviewed the gap with marketing and finance. The team linked ad platforms, landing pages, call tracking, and forms to the patient system. The source stayed with each person through the treatment plan. They reviewed one shared report each week.
What changed: The group could see which channels brought in new patients. Leaders moved budget to the work that produced visits. Agencies and finance used the same source data.

Hospital and health system growth

Revenue operations and CRM

Connecting hospital marketing, intake, and revenue

Before: A hospital network used separate patient records, CRM, email, and call center systems. Referrals arrived by fax, and campaign leads came by email. Finance spent weeks joining reports by hand.
How I advised: I mapped each system and each patient handoff with the hospital team. The team then linked the electronic health record, CRM, email platform, and call center around one patient record. They also built a service-line revenue report.
What changed: Leaders found referrals that were never booked and care that was never billed. Teams could fix the missed handoffs. Finance gained a current view of each service line.

Healthcare private equity

Operational due diligence

Testing a healthcare growth plan before purchase

Before: A private equity firm was close to buying a specialty care company. The finance review looked clean. Billing and staff use were only reported for the whole company. The buyer could not test the growth plan by clinic.
How I advised: I worked with operations, finance, intake, and clinical leaders. I traced insurance checks, approvals, claims, denials, and payments by clinic, and compared schedules with billable clinical hours.
What changed: The review found missed revenue and gaps in the staff-use report. The buyer used the findings in the deal and funded a repair plan. The company fixed core issues before adding another site.

Senior living marketing

Growth marketing and intake

One growth system for senior living

Before: Several senior living communities had too many empty units. Each site used a different marketing plan. Some relied on referrals, and one had an old website. The board needed a clear turnaround plan.
How I advised: I planned one intake and marketing hub with the site leaders. Their team built it. Paid search and Meta ads led to new landing pages. An AI phone agent booked after-hours tours. A CRM showed inquiries, tours, deposits, and move-ins.
What changed: The communities filled more open units. Site leaders could see and manage each step from inquiry to move-in. The company then used the same model at other communities.

Client names stay private.

Fit

Who this is for, and who it isn’t.

A good fit

Multi-location healthcare organizations where the growth problem crosses departments.
Private equity teams before close, during the hold, or ahead of a sale.
Leaders who want their own team to build the fix and keep it.

Not a fit

Clinical, legal, or regulatory advice. I advise on growth, technology, and operations.
Hourly staff augmentation, or someone to run your ads for you.
More than one healthcare industry at a time. I take them one at a time.

Questions

The short answers.

What is RVNOPS?

The healthcare growth consulting firm I founded and lead in Baltimore. I advise CEOs, COOs, and growth leaders across marketing, intake, technology, AI, data, and finance.

Does Kevin run the work for clients?

No. I advise. Your team runs the campaigns, builds the systems, and keeps the work after handoff. I find the growth block, write the plan with your people, and meet weekly while they build.

What does an engagement look like?

Three fixed-scope offerings: Diagnostic Audit (2 to 3 weeks), Growth Blueprint (3 to 4 weeks), and Team Enablement (quarterly). No hourly billing. One healthcare industry at a time.

Who is a good fit?

Multi-location healthcare organizations where the growth problem crosses departments, and private equity teams before close, during the hold, or ahead of a sale. Leaders who want their own team to build the fix and keep it.

What does he not do?

Clinical, legal, or regulatory advice. Hourly staff augmentation. Running ads for you. More than one healthcare industry at a time.

Start with the problem that costs the most.

Name it in a few sentences. If an audit is the right first step, I’ll say so. If it isn’t, I’ll say that too.

Start a conversation Industries I know