One provider to a national partner network in three months.
I conceived and built a physician-services network connecting patient education, marketing, lead management, and clinic scheduling. Starting with a single provider as proof of concept, I took the business from an idea in December to a March launch conference in Puerto Rico, where five physicians from across the country signed on as paying partners.
Founder-reported results.
The challenge
Address the objection patients never voiced. Misconceptions about stem cells led people to dismiss the service before ever making an inquiry, a "silent no." The most common one was that procedures used fetal tissue. Participating providers used autologous cells, taken from the patient's own body, so I made that distinction central to the education.
The business also needed a connected operating model: advertising had to reach the right region, calls had to reach an advocate, scheduling had to fit each physician's existing clinic, and every new partner needed a branded launch built on shared network resources.
My approach
- Prove the concept with one partnerLaunched with a single provider before building the broader network.
- Design around the full patient journeyConnected marketing, inquiry handling, education, and scheduling; shared resources supported delivery while branding and scheduling were tailored to each provider.
- Make education part of acquisitionAddressed misconceptions before the first conversation, with campaign language built around the patient's own cells.
- Turn conversations into feedbackAdvocates logged recurring questions in Salesforce; I used those patterns to adjust advertising and messaging.
- Launch through an event I builtOrganized the Puerto Rico conference, including speakers, a live patient demonstration, and the partner offer.
What I built
A repeatable partner offer
Upfront onboarding and launch package, a monthly fee for access to network resources, and required advertising spend.
Patient-advocate team
Advocates answered questions, educated patients, and coordinated scheduling with each provider's clinic.
Regional advertising and call routing
Regionally targeted ads linked to calls routed directly to advocates, with call-volume metrics to track acquisition performance.
Salesforce lead and feedback tracking
Lead tracking plus a log of common patient questions that informed marketing changes.
Distributed creative delivery
Web and graphics teams from Los Angeles to Spain; each new partner received a dedicated branded sales funnel and clinic materials.
Referral and funding partnerships
Legal-referral and claims-funding relationships for motor-vehicle-accident patients, reducing physician payment risk.
Results
- About three months from idea to launch conference.
- Five physicians from across the country purchased onboarding and monthly network access at launch.
- $150,000 in business revenue in the first three months of operation.
- Inquiry volume increased as patient questions refined education and marketing.
*The 13:1 figure compares physician treatment revenue with total monthly investment, including service fees and advertising spend; it is not a net-profit figure. The revenue period is the first three months of operation. Educational materials described the resource system, not medical efficacy claims.
Built from scratch. A second state in six months.
I identified an audience the market was overlooking and built a MedSpa around it, from brand and service positioning to staffing, locations, and operating systems. Six months after opening the first location, we opened a second in another state.
Founder-reported business history and customer feedback.
The challenge
Find the audience the prevailing message missed. Injectable marketing was moving toward people in their twenties with a preventive message. My research pointed elsewhere: women willing to spend on aesthetic care who wanted natural-looking results, valued organic ingredients, and were reluctant to use Botox.
That insight guided product selection, positioning, and education. The work was carrying it into a complete customer experience and a business that could run across locations.
My approach
- Research before buildingTested the assumption that everyone interested in aesthetics wanted the same offer.
- Connect education to the relationshipCustomers understood ongoing maintenance as part of a care plan, not a sales pitch, which drove plan adoption.
- Connect the experience to daily operationsPaired one integrated platform with licensed staff, vendor technical training, and my own conversation training.
- Protect the concept during expansionHeld service additions to the brand standard as the business grew into a second state.
What I built
Brand and service offering
Brand, messaging, and materials for a menu combining regenerative, radiofrequency, and traditional spa services.
Locations and team
Oversaw buildouts, down to unloading tile for new flooring, and hired every staff member.
Seasonal campaigns and plans
Seasonal promotions plus recurring memberships and prepaid bundles that supported monthly maintenance.
Integrated operating platform
Customer records, real-time app booking, memberships, payments, sales tracking, and commissions/payroll across locations.
Community education
Became the public source of information through local networking, using plain, memorable language for sensitive topics. "PEEZE," my term for leakage with sneezing, made me known as "the PEEZE lady" at networking events.
Results
- Turned a researched market opportunity into staffed, equipped, operating locations.
- Opened a second location in another state after six months.
- Almost all customers enrolled in a membership or prepaid bundle.
- Customers reported being asked if they had been on vacation, rather than whether they had work done.
Thirty open decisions to a signed launch plan.
For an owner-operated home services company launching multi-year maintenance memberships, I redesigned a paper-and-phone concept into a portal built for national scale, then brought the owners, developers, and legal counsel into alignment on a stalled build.
Engagement records, 2026. Client details withheld to protect confidentiality.
The challenge
The business was ready to sell before it was ready to serve. Member terms, measurements, payments, and visit history lived in separate places. Once operations were redesigned for scale, the contract no longer matched the member experience. Fixed pricing ignored rising material costs. Brand files, copy, legal review, and policy decisions had no committed dates, which stalled the build that depended on them.
My approach
- Map the value streamEnroll, sign, pay, schedule, receive service, renew; every handoff became a portal step with an owner.
- Error-proof at the sourceRequired inputs that prevent downstream errors, such as photo close-outs and lead-time booking rules.
- Make work visibleEvery pending item on a shared tracker with an owner and a date; live working sessions replaced email follow-up.
- Keep clean agreementsEach commitment stated as who does what by when, with missed dates renegotiated openly.
Governance session
Status reconstruction
Rebuilt the full picture from the tracker, email history, and shared files, separating what the client owed from what we owed.
AI client recap synced to Jira
Built a recap tool that pulls pending decisions, delegated tasks, and unanswered questions from the project's Jira board, so owners, developers, and counsel worked from the same current information.
Interface approval document
Each screen on its own page, with every open item labeled as a change request, owner decision, fix, or note.
Decisions by topic
Contract, pricing, scheduling, and launch questions grouped with space for each answer and both owners' sign-off.
Same-day signed record
A closing decision log with every item, resolution, and owner, followed by a formal acceptance page.
Results
- End-to-end enrollment tested live: quote, e-signature, payment, executed agreement by email, and member sign-in.
- About 30 open decisions resolved or dated in one session, after weeks of unanswered email.
- Contract changes sent to counsel as one consolidated change order, reducing legal review time and cost.
- Two missing agreements identified, for service providers and sales partners, before staff and partners were added.
- Final walkthrough and target launch set for three weeks after acceptance.