Growth economics
Most clinics try to grow in the wrong order.
The instinct is to chase more new patients. But chasing new patients into a clinic that loses half of them after the first visit is pouring water into a leaking bucket. LUFT runs the order in reverse: understand the business, optimize what you already have, and only then go after new patients, when every one of them is finally worth what they should be.
See what your data has been trying to tell you.
We build an economic model of your clinic from your appointment data. It shows where revenue actually comes from, where it leaks, and which of your instincts about the business hold up against the numbers.
Patient lifecycle
Where patients go after visit one
Maps movement from new patient through retained to your highest-value cohort and shows exactly where drop-off is happening and what it costs.
Revenue composition
Acquired vs. compounding revenue
Measures your Acquisition Dependency Index, the share of revenue that requires a constant flow of new patients to sustain.
Service economics
Volume vs. margin by service
Identifies which services drive your busiest days and which drive your profit, and whether those are the same services.
Capacity utilization
How provider time converts to revenue
Shows where your true ceiling is, which is usually nowhere near where it feels like it is.
Get the full value of the patients you already have.
Most of the revenue is already inside the building. Before spending a dollar on acquisition, we extend the lifetime value of the patients who already chose you, the cheapest and highest-return growth available.
Retention
Fix the visit-two leak before adding more patients
Rebooking, follow-up, and patient communication designed around the specific drop-off point the model surfaces.
Patient journey
Reshape the path to the visits that compound
Booking flow, intake, and follow-up sequencing redesigned around the highest-value patient profile the model surfaces.
Pricing
Reprice what the model says is underpriced
Service-level repricing based on actual revenue per provider hour, not gut feel or competitor rates.
Menu
Cut what is subsidized. Double down on what carries.
Service mix simplification based on revenue per provider hour, not patient volume or gut feel about what is popular.
Now new patients are worth what they should be.
Once the business is understood and the leaks are closed, acquisition finally makes economic sense. The same dollar that used to buy a patient who left after one visit now buys one who stays and compounds.
Acquisition economics
Spend against a number that finally holds up
What a patient is actually worth, and what you can afford to spend to acquire one, so growth runs on math instead of hope.
Referral economics
Your best channel costs nothing
Which patients refer, what their referrals are worth, and why referred patients tend to retain better than any paid source.
Channel economics
Know which sources bring patients who stay
Separates the channels that deliver patients who retain from the ones that deliver one-and-done traffic that never compounds.
We are not an ad agency. We set the economics that make acquisition rational. You, or your marketing partner, run the campaigns against numbers that finally make sense.
The first step is understanding your numbers. That starts with a conversation.
Start the conversation