Client trainingVisited 0 of 32 modulesSample client area, Harbor Aesthetics
Goals and progress
One growth initiative a month: what we are aiming for, why, how it is going, and who does what. Benchmark updates this page at every close. Updated October 8, 2026.
September 2026
Build capacity behind Ava: route new injectable patients to Provider 2
Target: Ava under 45% of provider revenue by December; Provider 2 above $50,000 a month.
56of 60 patients
Sample month. The layout is real; the counts are illustrative.
Why this one
- One injector at 47% of revenue is a burnout risk today and a discount at sale: buyers price a provider above about 35% at half a turn to a full turn of multiple (Advanced finance 5).
- Provider 2 is at 61% rebook and $500 an hour with an unfilled book. The capacity exists; the routing does not.
- Every new patient who starts with Provider 2 is a patient whose loyalty is to the clinic, not to one person.
New injectable patients booked with Provider 2, by week
Week 111 patients
Week 224 patients
Week 339 patients
56 patients
Week 456 patients
By person
| Who | Count | Earned |
|---|---|---|
| Front desk lead Front desk | 31bonus | $460 |
| Front desk, weekends Front desk | 14 | $140 |
| Phone and DMs Shared inbox | 11 | $110 |
| Total incentives | 56 | $710 |
$10 per new patient booked with Provider 2, $150 bonus at 25 in a month. Incentives capped at 5% of Provider 2's new patient revenue.
The plan
- Desk routes new injectable inquiries to Provider 2 by default; Ava takes returning and complex
- Provider 2 shadows Ava on two consults a week for a month
- Desk incentive: $10 per new patient booked with Provider 2, $150 bonus at 25
- Website and profile updated: Provider 2's page, photos and reviews
- Weekly count every Friday; share by provider on the scorecard
- Review Provider 2's pay plan once her book passes $50,000
How Benchmark helps
- Showed the concentration on the scorecard every month until it became the initiative.
- Designed the routing rule with the desk and the incentive so it pays for itself.
- Updated the website, the Google profile and the review requests to feature Provider 2.
- Count weekly, report by person, and put share by provider on page two of the scorecard.
- Reprice Provider 2's plan when her book crosses the line, so she is paid for the growth.
What Harbor Aesthetics does
- Ava names Provider 2 in the room: 'She trained with me; she'll take great care of you.'
- The desk offers Provider 2's times first to every new injectable patient.
- Tell us the same week if a patient insists on Ava, so we can see the pattern.
Where it landed. Month one: 56 new injectable patients started with Provider 2 against a target of 60. Ava's share fell from 52% to 47%. $710 of incentives against $16,400 of new patient revenue for Provider 2.
Past initiatives
Rebook at checkout from 60% to 65%August 2026
August 2026
Rebook at checkout from 60% to 65%
Target: 65% of visits rebooked before the patient leaves.
66%against 65%, latest week
Sample month. The layout is real; the counts are illustrative.
Why this one
- Rebook is the cheapest revenue in the building: a patient kept for a year is worth about $1,600 with no acquisition cost.
- The gap between the best desk person (71%) and the rest (54%) was a script gap, not a talent gap.
Visits rebooked at checkout, by week
Week 161%
Week 263%
Week 365%
66%
Week 466%
By person
| Who | Rate |
|---|---|
| Front desk lead Front desk | 72% |
| Front desk, weekends Front desk | 63% |
No incentive; measured and coached weekly.
The plan
- Providers name the return date in the room
- Desk offers two specific times before payment
- Rebook by desk person on the weekly count
How Benchmark helps
- Wrote the script with the desk.
- Reported rebook by person every Friday.
What Harbor Aesthetics does
- Every provider named the date in the room.
- The desk asked before payment, every time.
Where it landed. August closed at 64%, September at 67%. The weekly count by person closed the gap between the two desk people from 17 points to 9.
This quarter's plan
0 of 7 milestones done. Set at the September review from the scorecard; refreshed at each close.
October to December
Q4 plan- Ava under 45% of provider revenue
- Annual prepay membership tier launched; 40 conversions
- Rebook at checkout at 70%
- Cash runway at two months; device decision revisited
- Filler marketing shifted to biostimulators; line growth checked in December
- Year end tax planning call with the CPAOctober, before decisions stop mattering.
- 1099 vendor list and W-9 check
Decisions we have made together
So nobody has to remember why, and so a buyer's accountant can read the reasoning in year three.
| When | Decision | Why |
|---|---|---|
| Apr 2026 | Books moved to the accrual basis; packages and memberships in deferred revenue | Revenue earned as delivered. Buyers and lenders read accrual books. |
| May 2026 | Neurotoxin commission base changed from gross revenue to revenue net of product | The old plan paid the injector more than the clinic on every price increase. |
| Jun 2026 | Two evening blocks added, Tuesday and Thursday | The heat map showed a waitlist at 5 to 7pm and empty Tuesday mornings. |
| Sep 2026 | Neurotoxin repriced by $1 a unit, members held at the old rate through December | The July supplier increase had cost 3 points of margin for two months. |
How the numbers fit in
Each month's initiative comes from the scorecard: the number that moved, or the one that will move the value of the clinic most. See the dashboard and the value tracker.
Harbor Aesthetics is an invented clinic. Every figure is illustrative. This is what a Benchmark client area looks like.