Board Certified Plastic Surgeon one year into private practice desired to build a nonsurgical medical spa, a wellness division, and to position himself as a thought-leader among his peers for his clinical work with an emerging minimally invasive technology. KLC was commissioned on a 15-month contract to implement the following initiatives:
Hire, train and develop the team
Launch a nonsurgical medical spa
Commission a Board Certified anesthesiologist to integrate pre and post-operative wellness care
Desire to combine surgical, nonsurgical, wellness and skincare under one roof with the goal of growing total patient volume and value among complementary offerings
This client was relying heavily on hospital-referred insurance cases to sustain his business. In order to grow his cosmetic cases, he needed a plan to acquire ideal patients. In order to do this, he desired to offer additional complementary services to keep them returning to his practice for total aesthetic care. Due to the competitive nature of the aesthetic market, he commissioned KLC Consulting to create the strategy blueprint and execute the plan to achieve this goal.
This client’s expectations were for KLC to:
This client chose to work with Kaeli and KLC via word of mouth referral for our depth of experience and ability to build & execute the appropriate plan. After interviewing several consultants, this client felt that KLC was able to offer more than just a marketing strategy. The client desired a business results strategist to identify what was working in the practice and what areas of operations could be improved to increase revenue or make the practice more efficient in alignment with its short and long term goals.
To address this opportunity, Kaeli drew upon KLC’s track record of experience working with hundreds of practices. Leveraging our proven SPEED method we applied a sequence of strategies to tactically approach the project. In close collaboration with the client, KLC prepared a blueprint and created a process map to follow through the term of the project. The first order of business was to hire and train the appropriate team to staff the business. Through a collection of data points such as competitive analysis, market trends, and highest value offerings KLC was able to provide feedback to cooperate with the client on options and together determine what the ultimate solution would look like.
During my tenure, I was responsible for restructuring and rebranding the practice, hiring and training staff, optimizing operations and processes, and building a long-term strategy for growing profitability. I created innovative marketing plans and managed patient outreach to ensure the patient experience exceeded industry standards.
Over the course of 15 months KLC accomplished the following tasks:
Led communication for business development initiatives with physician colleagues and hospitals.
Grew total revenue in the first three months
Delivered end-of-contract profit of
Negotiated acquisition of two aesthetic capital devices, saving the business