Healthcare Growth Strategy · Multi-Site Marketing · Patient Acquisition & Retention
Healthcare growth strategy for multi-site operators.
I help healthcare organizations build the marketing systems behind sustainable growth: patient acquisition, retention, reputation, local visibility, and the operational follow-through that makes those efforts work across locations.
My work sits at the intersection of marketing, operations, finance, and patient experience, with a practical focus on what can be measured, repeated, and improved.
Operator Profile
13+ years in healthcare marketing and growth
Experience across hospital systems, medical groups, and dental support organizations
Focused on acquisition, retention, reputation, and marketing operations
Built for PE-backed and multi-site operating environments
Built from operator experience, not marketing theory.
Paul has spent most of his career inside healthcare organizations, building growth programs in environments where marketing has to connect to capacity, revenue, patient experience, and operational reality.
Healthcare systems, medical groups, and dental support organizations
Multi-location growth strategy and marketing operations
Patient acquisition, retention, reactivation, and reputation management
Executive-facing planning across marketing, operations, and finance
Ideal Fit
Who I Work With
I’m most useful to healthcare organizations that have moved beyond single-location marketing but aren’t yet fully satisfied with how growth is being planned, measured, or repeated across the platform.
PE-backed healthcare platforms
For groups that need marketing to connect more clearly to growth targets, EBITDA, and operating priorities. Growth at the platform level requires a different kind of discipline than location-level execution, and the two rarely get built at the same time.
DSOs and dental groups
For dental organizations balancing local practice identity, provider capacity, patient retention, and new patient demand across a growing number of locations. The marketing challenges are specific enough that general healthcare strategy often falls short.
Multi-site healthcare operators
For organizations that need a more consistent approach to local visibility, reputation, patient communication, and demand generation as they add locations, service lines, and operating complexity.
Emerging groups preparing for scale
For founders and leadership teams that need the foundation in place before the next wave of growth makes every gap harder and more expensive to fix. Getting the systems right early changes what scale actually looks like.
Scope of Work
How I Help Healthcare Groups Grow
Most growth problems aren’t purely marketing problems. A campaign can create demand, but the organization still has to answer the phone, earn trust, schedule efficiently, follow up, retain patients, and understand what the data is actually saying. These six areas reflect where that work tends to concentrate.
01
Patient Acquisition
Build clearer, more accountable acquisition programs across paid search, local SEO, reputation, content, and referral-supporting visibility. The goal is demand that can be measured and improved over time, not just generated.
02
Retention & Reactivation
Create practical systems to bring existing patients back into care, reduce avoidable attrition, and make better use of the patient base already inside the organization. The existing database is an underused growth asset in most practices.
03
Local SEO & Reputation
Strengthen the local signals patients actually use when choosing care: search presence, reviews, provider pages, location pages, and consistent practice-level messaging across the network. Patients choose locally. The details matter.
04
Marketing Operations
Improve the infrastructure behind growth: campaign tracking, reporting, intake visibility, vendor accountability, and repeatable launch processes. The systems behind the campaigns matter as much as the campaigns themselves.
05
Brand-to-Local Execution
Translate platform-level standards into local marketing that still feels relevant to each community, provider base, and practice model. Consistency and local relevance aren’t mutually exclusive when the system is built correctly.
06
Patient Journey & Conversion
Identify the points where patients hesitate, delay care, or fail to schedule, then build practical improvements around those moments. The gap between interest and a scheduled visit is often where growth quietly breaks down.
Operating Framework
Predictable. Replicable. Scalable.
Growth gets harder when every location, campaign, vendor, and report has to be rebuilt from scratch. The PRS framework is a way to pressure-test whether a growth system can hold up as an organization adds locations, providers, service lines, or operating complexity.
Predictable
Can leadership see what is happening, understand what is working, and make decisions before the end of the month? Predictability means the data behind growth is accessible, honest, and useful to the people who need to act on it.
Replicable
Can the organization take what works in one location and adapt it to another without starting from scratch every time? Replicability is the difference between growth that compounds and growth that creates new problems at every step.
Scalable
Can the system support more locations, more demand, and more operating complexity without creating more noise than insight? Scale is what happens when predictability and replicability are already in place.
This doesn’t mean every location should be marketed the same way. It means the system behind the work should be clear enough to repeat, flexible enough to localize, and disciplined enough to measure.
In the Media
Published & Featured
I’ve contributed to healthcare marketing conversations through webinars, industry articles, podcasts, and professional education. A few examples are below.
Media appearances — coming soon.
Operating Point of View
An Operator’s View of Healthcare Marketing
Healthcare marketing is strongest when it is close to the business. The work should reflect provider capacity, patient needs, local market dynamics, financial goals, and the actual experience a patient has when they try to schedule or return for care.
That is why the most useful focus tends to be on the connective tissue: the handoffs between marketing and operations, the data behind the campaign, the difference between a lead and a scheduled patient, and the reasons people either continue care or quietly disappear from the system.
“AI is not a pocket-sized Don Draper. It’s a force multiplier for teams who already know what they’re doing.”
Existing patients matter
Retention and reactivation first
The patient database deserves the same discipline as paid acquisition. Retention and reactivation are often more efficient than adding more top-of-funnel spend, particularly when the existing patient base has untreated needs sitting in the system.
Local presence wins trust
Patients choose providers locally
Even sophisticated healthcare platforms need location-level relevance: accurate information, strong reviews, provider pages, and messaging that feels specific to the community rather than imported from a corporate template.
Marketing has to match reality
Honest messaging holds up
The best messaging represents the care experience accurately, sets the right expectations, and helps the right patients take the next step. Overpromising erodes trust faster than any competitor can replace it.
Growth requires follow-through
Demand only matters if it converts
Demand generation only matters if the organization can convert interest into scheduled care, completed visits, accepted treatment, and lasting patient relationships. The conversion path is part of the marketing problem.
Background
The Path Here
A progression from digital advertising into hospital-system marketing and multi-state DSO leadership, with consistent focus on growth, patient experience, and marketing operations.
Select Dental Management
Vice President of Marketing
37 offices across 8 states. Full ownership of patient acquisition, reactivation, reputation, and the complete martech stack.
CMDS · Smile Exchange · Eastern Dental
Director of Marketing
Specialized DSO and group dental leadership roles. Deep experience in multi-site patient behavior, local SEO, and the doctor-partner model.
RWJBarnabas Health
Manager, Social Media & Digital Marketing
Digital marketing for one of the largest health systems in the Northeast. System-level brand management at scale.
Recognition
Jersey’s Best Under 40 · Marketing & Communications
Regional peer recognition. Speaker, DSO & Multisite Marketing Virtual Event Series on analytics, ROI, and AI in healthcare.
Let’s Talk
Looking at growth across more than one location?
If you’re working to improve patient acquisition, retention, local visibility, or marketing operations across a healthcare group, I’m happy to talk through where the biggest opportunities may be.