Hanauma Bay, Oahu: a curved beach and reef seen from the ridge above

Industries

Six parts of healthcare I know from the inside.

Each has its own path to care and its own places to lose people along it. I advise in one industry at a time so the advice fits the path.

One industry at a time

Different paths to care. The same discipline.

Six brass gauges on a dark panel, one ringed in copper
Six markets. Each one reads differently.

Behavioral health admissions don’t work like dental recall, and a hospital referral isn’t a senior living tour. Before I advise, I map the path a patient, family, or resident actually takes, then find where people wait or leave.

Addiction treatment and mental health

Behavioral health

Where I started. Dreamscape became the largest behavioral health marketing agency in the country, so I know this admissions path call by call.

  1. Search or referral
  2. First call
  3. Benefits check
  4. Assessment
  5. Admission

What usually holds growth back

  • LegitScript approval is missing or expired, and the paid plan stops before it starts.
  • Night and weekend calls hit voicemail. The family calls another center first.
  • Benefits checks have no owner or response time while someone ready for care waits.
  • Marketing reports leads, clinical reports census, and no system shows the path between them.

Where I advise

  • Goals by level of care, location, payer mix, and open beds
  • Paid search and Meta within platform rules, tied to admissions instead of form fills
  • Intake stages, owners, and response times from first call to admission

Why I know itCo-founded and grew Dreamscape Marketing from 2 people to 80+ and built its marketing methods and backend systems.

Behavioral health on RVNOPS

Hospitals and health systems

Hospital systems

Service lines compete for the same team and budget, and the board asks about booked visits, not clicks.

  1. Referral or search
  2. Call center or form
  3. Scheduling
  4. Visit
  5. Downstream care

What usually holds growth back

  • The marketing plan ignores access, referral flow, and open appointment capacity.
  • Physician referrals move through fax, phone, and several queues. No one sees where the patient waits.
  • The call center, web forms, and scheduling follow different rules, so patients repeat themselves or leave.
  • Physician and nurse recruiting runs apart from the hospital brand.

Where I advise

  • One growth plan across service lines, matched to capacity
  • Mapping every system and handoff from referral to booked visit
  • Service-line reporting that marketing and finance both trust

Why I know itManaged media and built websites, campaigns, call tracking, CRM links, and reporting across 300+ healthcare organizations, plus the teams behind them.

Hospital systems on RVNOPS

Communities and operators

Senior living

An adult child searches from another city while a parent needs care now. Whoever answers first books the tour.

  1. Search or referral site
  2. Inquiry
  3. Tour
  4. Deposit
  5. Move-in

What usually holds growth back

  • The website makes it hard to compare care levels, costs, and locations.
  • Calls, forms, and referrals have no shared response rule.
  • Tours and follow-up live in each counselor’s notes, so leaders can’t see why families pause.
  • Paid referral sites own too many family relationships.

Where I advise

  • Direct demand from local search, paid media, and email
  • One intake model across communities, including after-hours coverage
  • A shared view of inquiries, tours, deposits, and move-ins against open units

Why I know itRan local search, paid media, email, websites, call tracking, CRM, and reporting, and led sales and finance.

Senior living on RVNOPS

DSOs and multi-location practices

Dental groups

The group reports total new patients while several offices sit with open chairs.

  1. Local search or ad
  2. Call
  3. Booked visit
  4. Treatment plan
  5. Recall

What usually holds growth back

  • Spend follows the brand, not the real chair capacity at each office.
  • Google Business Profiles carry old hours, numbers, and categories.
  • Calls route to busy front desks, and nobody sees missed calls or booking rates.
  • Each acquisition adds another website, phone setup, and vendor list.

Where I advise

  • Budget by location, matched to open chairs
  • Source tracking that follows a patient into the practice system
  • Integration plans for acquired offices that protect local search

Why I know itBuilt multi-location search, paid media, websites, call tracking, CRM links, and reports, and led business integrations.

Dental groups on RVNOPS

ABA therapy and specialty clinics

Autism and specialty care

Family demand is rarely the constraint. Intake, authorizations, and clinician schedules usually are.

  1. Family inquiry
  2. Insurance check
  3. Assessment
  4. Authorization
  5. Staffed hours

What usually holds growth back

  • Families call several providers, and intake repeats the same questions across phone, email, and portals.
  • Insurance checks and clinical records arrive at different times, so no one sees where a family is stuck.
  • Approved hours go unused when the right staff schedule isn’t available.
  • Waitlists live in spreadsheets by location.

Where I advise

  • Aligning marketing with intake, payer steps, and staffing capacity
  • One view of the waitlist across locations
  • Recruiting plans for BCBAs and RBTs alongside family demand

Why I know itRan SEO, paid media, email, websites, call tracking, and CRM, and led sales, technology, finance, and hiring.

Autism and specialty care on RVNOPS

Operating partners and portfolio CEOs

PE-backed groups

I’ve been on the company side of two private equity deals. I know which numbers hold up in a data room.

  1. Diligence
  2. First 100 days
  3. Hold period
  4. Exit readiness

What usually holds growth back

  • Reported pipeline doesn’t match the CRM, call tracker, or health record.
  • Growth depends on one ad channel or one agency.
  • Cost per patient by channel can’t be traced to source systems.
  • Tracking on patient pages carries privacy risk nobody has ranked.

Where I advise

  • Operational diligence on marketing, intake, and the technology stack before close
  • Baselines, owners, and a weekly growth meeting in the first 100 days
  • Documentation and reconciled numbers a buyer can review

Why I know itSold Dreamscape to SPM Group, led the integration of 4 companies, then helped combine 8 more when Unlock Health bought SPM.

Capital groups on RVNOPS

Tell me where the path is leaking.

Name the industry and the step where people stall. I’ll tell you honestly whether I can help.

Start a conversationRVNOPS