Multi-site rehab marketing
reported in admits.
Clinic groups get sold lead volume and then discover that half of it was uninsured, out of area, or never picked up the phone again. We run multi-site rehab, therapy, and treatment portfolios on the numbers that decide the P&L: qualified inquiries per clinic, admit rate, and cost per admit — per site, every week.
Leads are cheap. Admits are the business.
Two clinics in the same group can report identical cost per lead and have completely different economics, because one sits in a market with favorable payer mix and an intake coordinator who answers on the second ring, and the other does not. Lead-level reporting cannot see any of that. It rewards whichever campaign generates the most form fills, which in this category is reliably the one attracting people the clinic cannot serve.
The second failure is compliance treated as an afterthought. Health-adjacent advertising sits under real constraints: platform restrictions on sensitive-category targeting, PHI that must never enter an analytics payload, and in addiction treatment a certification requirement before a single search ad can run. Campaigns built without those constraints in mind get disapproved, or worse, quietly leak data that should never have left the intake form.
Per clinic, compliance first.
A campaign footprint per site
Search and Performance Max structured per clinic with geography that matches the actual catchment area, service-line segmentation so a spine program is not funded out of a pediatrics budget, and spend weighted to capacity. A site with a six-week wait should not be buying more demand.
Privacy-safe measurement
No PHI in analytics, no condition-level data in ad payloads, consent handled properly, and server-side conversion tracking configured so what leaves the site is a conversion signal rather than a patient record. Where certification is required to advertise, we get the account through it before we build campaigns.
Clinic pages and profiles that convert
A real page per location with providers, service lines, insurance accepted, and hours, generated from one source of truth so a new provider or a payer change updates everywhere. Profiles and reviews managed per site, because in healthcare the local pack outperforms the blue links by a wide margin.
The admissions funnel, instrumented
Inquiry, first contact, insurance verification, evaluation scheduled, evaluation attended, admit. Every stage measured per clinic, so when cost per admit rises we can say whether the cause was demand quality, response time, verification friction, or scheduling capacity. Usually it is not the ads.
Convert visitors →Cost per admit, per site, per service line
Pipelines from the CRM or intake system into a warehouse, reconciled against ad-platform data, reported as admits and revenue rather than as form fills. Aggregate identifiers only, so the analysis is defensible and the data stays where it belongs.
Measure what matters →Weekly reads on every site
Agents review every clinic every week across every platform, flag the anomalies, and assemble one portfolio report plus a per-site view for clinic directors. Regional leadership stops finding out about a bad month after it closes.
Automate operations →The mechanics transfer. The claims stay honest.
We are not going to show you a wall of treatment center logos. What we will show you is the machinery this category needs, already running at national scale somewhere else: per-location campaign structure across thousands of sites, a single source of truth keeping hundreds of location pages accurate, transaction-grade attribution pulled out of an operational system into BigQuery, and weekly agentic reporting that gives every location attention.
Read the national multi-location case study and the franchise system behind it, then decide whether that engine is what your clinic group has been missing. If your problem is genuinely a payer-mix problem rather than a marketing problem, we will tell you that on the first call.
Audit the portfolio, then run it.
- 01Weeks 1-2 — portfolio auditPer-clinic inquiry and admit distribution, response-time measurement, tracking and privacy review, page and profile accuracy, and a compliance check on every live campaign before we touch anything.
- 02Weeks 3-6 — build the systemPer-site campaign structure weighted to capacity, privacy-safe server-side measurement, CRM data flowing into the warehouse, clinic pages driven from one source, and intake routing rebuilt for speed.
- 03Ongoing — operate and expandWeekly per-site review, budget moved as capacity and payer mix shift, service-line expansion tested market by market, and a launch playbook for every new clinic.
What clinic groups ask first.
Do you handle HIPAA and privacy requirements in tracking?+
Yes, and it constrains the build from day one. No protected health information in analytics or ad payloads, no condition-level targeting signals leaving the site, server-side tagging so the conversion signal is decoupled from the patient record, and aggregate-only joins in the warehouse. We would rather report a slightly coarser number than create a disclosure problem.
Can you run Google Ads for addiction treatment?+
Only after the account holds the certification Google requires for that category. We handle that process before building campaigns rather than discovering the restriction at disapproval. The same discipline applies to other restricted health categories where platform policy limits targeting and creative.
How do you measure cost per admit rather than cost per lead?+
By integrating with the intake system or CRM and carrying the source through each stage, then reporting in the warehouse. Where phone is the dominant channel, call tracking closes the loop. The output is cost per admit by clinic, service line, and channel, reconciled against spend.
Our clinics have very different service lines. Does one program work?+
The portfolio layer holds brand, compliance, and measurement standards; the per-site layer holds geography, service-line mix, and budget. That separation is the entire point of the structure, and it is what lets a spine program in one market and a pediatric program in another run inside the same system without cannibalizing each other.
What if a clinic is at capacity?+
Then it should not be buying demand, and we throttle it down. Spending into a six-week wait produces cancelled evaluations and bad reviews. Capacity-aware budgeting is part of the weekly review, not an annual planning exercise.
Find the clinics
the average is hiding.
Ten-minute intro call, then a portfolio audit. We will show you cost per admit by site and service line, flag the compliance exposure in what is running today, and tell you honestly whether the problem is marketing.
Talk to a strategist