Most med spas do not need more new patients. They need the ones they have to come back.

Four areas and a plan. The offer, meaning margin per treatment after product and provider cost and the price you really collect; repeat behaviour, meaning first to second visit conversion, visit frequency and membership; enquiry response and booking, measured rather than described; and provider and location capacity, so the growth target matches the rooms and hours available. The output is a written plan with owners, a marketing brief your vendors can be held to, and a monthly scorecard your team maintains.

A coach works with the owner over months on leadership, habits and accountability, and good coaching changes practices. This is a shorter, narrower engagement: a data project that produces a commercial diagnosis and a written plan, then ends. We do not run a coaching program, a membership community or a training curriculum. Many groups run both, using the plan as the agenda the coaching then holds people to.

Not as advisors on the transaction. We are not a broker, an investment bank or a valuation firm, and nothing here is investment, tax or legal advice. What we do is the commercial work underneath those conversations: showing how the business really earns margin by service line, provider and location, how much of the growth is repeatable, and what the plan for the next four quarters is. Owners preparing for a process often use that alongside their own financial and legal advisors.

An agency is paid to buy media and generate enquiries. This engagement is paid to find out where the practice actually loses money, and in aesthetics that is usually retention, pricing or provider capacity rather than reach. Because we take no execution work inside the engagement, the plan can conclude that you should spend less and fix rebooking. If you want execution afterwards it is scoped separately, and the brief is written so any agency, including your current one, can deliver against it.

It can be, but be honest about the constraint first. The analysis is worth paying for when there is enough visit volume for the numbers to be stable, several service lines competing for the same providers and rooms, or a real pricing question. A newer clinic with one injector usually gets more from operational coaching and a tighter menu than from a four-week diagnosis. We will say so at the scoping call rather than sell you the wrong thing.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of locations, how many service lines are in scope and the state of the data, so publishing a rate would mislead most readers. For budget context, The CMO Survey puts marketing at an average 9.0% of company revenue, with 33.6% of digital activity run by outside agencies. Book a meeting for a scope and a number.

No, and tidying it is usually part of the value. We work with what exists, reconcile visit data against billing, and state plainly which findings are solid and which are directional. 62% of organizations report losing revenue directly because of poor data quality, and only 41% have a dedicated data governance owner, so this is the norm rather than an embarrassment. The plan includes the small set of field and process changes that make next year's analysis reliable, or marketing operations consulting if the rebuild is larger.

We model it and recommend a structure; you set the clinical and legal terms with your own advisors. The model uses your data: which patients already behave like members, what a member visit costs in product and provider time, what price holds, and what penetration is realistic by location. It matters because members in the 2026 aesthetics benchmark spent 2.5 times more than non-members and retained 35 percentage points better, and many practices sit in low single digits of penetration.

Sometimes, and only where the data supports it. The more frequent finding is that pricing is uneven rather than low: the same treatment is discounted differently by location and by provider, packages are sold below the margin the model assumes, and promotions have become the default rather than the exception. Fixing consistency usually moves realised margin more than a headline increase, and it does it without a patient experience cost.

No. Ownership structure, supervision, delegation and advertising rules for medical aesthetics are state-specific and change, so those questions belong with your healthcare counsel and your medical director. We stay on the commercial side: pricing, mix, retention, capacity and the marketing brief. Where a recommendation would touch a regulated area, the plan flags it and routes it to your counsel rather than guessing.

The same method, run per brand and per location, then compared, because that comparison is the point. Margin per treatment, rebooking rate, membership penetration, revenue per clinical hour and contribution after local overhead are cut by site, which shows which model deserves to become the standard and which integration assumption is not supported. The plan is written so an operating partner can read it and act on it, and the marketing brief is portable across the platform.

Twelve months of visits and treatments with provider, location and source; billing records; membership roster and cancellations; and whatever your accounting system says about product and payroll cost. If the source field is unreliable, say so and we will work around it. Scale context: the 2026 aesthetics benchmark covered more than 100 brands, roughly 500 locations and $500 million of combined half-year revenue, which is the level of comparison the analysis draws on.

Both are true, and the distinction matters for your plan. AmSpa's research puts medical aesthetics past $17 billion and growing by more than $1 billion a year, while median new-patient growth in the 2026 benchmark was 1.2% against 19.2% median revenue growth. Category growth is available; it is arriving through existing patients rather than a queue of new ones, which is why retention and pricing decide the outcome.

Yes. The mechanics are close enough that the same engagement runs for adjacent categories, with the mix and recall cycles changed. The parent version is growth advisory, and there is a sibling page for dental growth consulting, where case acceptance and hygiene reappointment dominate the analysis instead of memberships and devices.

A marketing audit examines what is currently running and what it returns. This engagement is wider: it covers menu and pricing, retention and membership, booking operations and provider capacity, which is where aesthetics growth is usually decided, and it ends in a plan rather than findings. Practices that want positioning and brand work rather than commercial mechanics should look at marketing strategy consulting instead.

Your team runs it, and every workstream has a named owner on your side. Many groups book a review at ninety days to re-measure rebooking, membership penetration and realised margin, which takes half a day and is optional. Where you want ongoing marketing leadership rather than a project, a fractional CMO or scorecard advisory is the next engagement, quoted separately.