«The asset kept performing once we stopped managing it.»
The advertising accounts weren't in the company's name: nobody could audit what the money was being spent on or by what criteria. There was no reliable measurement, and two of the four centres were losing patients without anyone keeping an eye on it. This wasn't starting from zero: it was starting from below zero.
The cheapest lead produced the most expensive patient. At the best-converting centre, each patient who made it to an appointment cost €94; at the worst, €160—with a lead that cost half as much. And there, out of every 100 people who left their details, 6 ended up in the chair. The advertising was doing its job. What was failing was what happened next: the call, the confirmation, the booking.
Before growing, recover ownership of the accounts and stop optimising the wrong metric. That meant warning that the monthly report would look worse for a while—fewer leads, more expensive ones, but the kind that actually turn up. We said so before we started, not after.
An average of 4.73 across 683 reviews and a business that, for the first time, can be read through its own numbers. In April, day-to-day management passed to the clinics' in-house team: the ratings didn't fall, they kept rising. That's the proof that matters to us—that the system holds up without us.
The half-year closed 19% above the previous year. It's a recovery after the 2025 low, not a record: it's back to 2024 levels. And it's growth of the business, not an achievement that marketing can claim on its own. We told them exactly that, and we're saying the same here.
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