Launched concierge medicine and expanded into medical aesthetics and wellness.
A general medical practice repositioned around concierge care and stood up two new service lines — adding both higher-margin revenue and patient lifetime value.
Medina Medical
Multi-provider general practice with strong clinical reputation and a patient base ready for premium offerings. Revenue was healthy but homogeneous.
Insurance-dependent revenue capped per-patient economics. Patients wanted more proactive care and aesthetic/wellness options the practice wasn't offering.
Margin compression from payer dynamics, clinician burnout from volume-based care, and competitors moving into concierge and aesthetics in the same market.
The practice had the trust, the patient relationships, and the clinical authority to extend into concierge and adjacent service lines — but no go-to-market motion, pricing model, or operational design for them.
- 01Design and launch a concierge medicine offering with clear membership tiers
- 02Stand up a medical aesthetics and wellness line as a separate but linked brand experience
- 03Build the patient journey, pricing, and operational hand-offs across all three offerings
Built the concierge membership program (pricing, panel size, service level), designed the aesthetics/wellness service line and its space and staffing model, launched both with targeted patient communication, and installed the lifecycle systems to keep patients engaged across all offerings.
What changed for the business.
When the trust and relationships are already there, the question isn't acquisition — it's what else you're authorized to offer the patients you already serve.
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