Questions people actually ask.

There is no floor. If you are running one location with a handful of admissions a month and you are the person doing sales, that is a real conversation and it is often a short one — the answer at that size is usually two or three specific things, not an engagement.

The ceiling is the more useful number. This practice is built for independent owners and operators at around 200 ADC and under. Above that you have the budget and the headcount for a national consulting platform, and they will serve you better than I will.

Probably not in the way you are imagining. If you have someone who owns the number, holds the pipeline meeting, and coaches the reps, the gap is rarely another leader — it is usually that nobody has written down what the sales function should actually do, in what order.

That is a scope of work, not a retainer. You end up with a plan your manager runs, and I am out of it.

Sometimes. Often not, and it is worth finding out before you spend anything.

If you cannot staff the visits you already have, that is a clinical capacity problem and more referrals will make it worse. If referrals come in and stall before admission, that is an intake and response-time problem, which is fixable and cheap. If nobody is calling at all, that is sales. Those are three different bills and only one of them is mine.

Discovery is free specifically so you can find out which one you have without buying anything.

Discovery costs nothing. After that, you get a written scope and a fixed fee before you decide — the number, the deliverable, and the end date, in writing, up front. Not a range, and not an hourly rate that grows.

We looked at eighteen hospice consulting firms before building this site and not one of them publishes what an engagement costs. Every path ends at "schedule a call." That is why the fee comes in writing here before you commit to anything.

Thirty minutes. No deck and no discovery script. You talk more than I do.

You leave with at least one thing you can act on whether or not we ever work together, and if what you need is outside what I do, I will say so and point you somewhere better.

The main way this works is two hours a month. That is not a discount version of a VP of Sales — it is the thing that job turned out to be for an agency this size.

The strategy gets organised and handed to whoever on your team is going to hold people to it, usually the COO or the administrator. Then there is a standing monthly check: how are the new reps doing, did the training get used, are the numbers moving, and what did you want done last month that never got started. Async between sessions.

Teach, and then hand it over. Every engagement ends with a written strategy you own and your own team can run.

That is deliberate. The measure of the work is what your people can do a year from now, not how much of it I am still doing.

Mostly remote and async, because that is what fits a budget that does not flex and a team that is covering visits. On-site happens when there is a reason for it — usually training, or a week where you need someone in the building.

Clinical capacity and clinical education. Billing, coding, and revenue cycle. Survey prep as a standalone engagement. Building or implementing software.

And no census guarantee. Anyone promising you a number is guessing with your money.

You hire one scope, not the firm. The bench covers clinical — an RN who works on CAP exposure, GIP assessment, and the clinical side of length-of-stay — plus AI roadmap architecture, nonprofit and community-based agencies, and mergers and acquisitions.

They are introduced to you by name, with credentials, when they are placed on your engagement. Not a junior consultant assigned off a bench you never see.

Yes, on the AI side, and it is on the page rather than in a footnote. There are preferred partners, and they were earned by evaluating and working with several and keeping the ones that held up — not at a vendor dinner.

What that means in practice is that you have real options: work across the stack you already own, have me help you evaluate independently and buy from whoever wins, get a roadmap with no lock-in, or walk it through with a partner where I stay in the process and help you get the best price. Ask which partners and why, and you will get a straight answer before you act on anything.

Yes, and most people should start there. The guides, playbooks and audio series are self-serve, priced per person, with no seat licences and no course portal to administer.

If the training is enough on its own, that is a good outcome and it costs you a fraction of an engagement.

No. There were two designations and both were retired, permanently.

Be sceptical of anyone in this space issuing credentials. There is no accrediting body behind them, and a certificate is not evidence that a rep can hold a room.

No, and that is not a content problem. Somebody runs a good two days, everyone feels sharper on the drive home, and by week eight the pipeline meeting has quietly stopped happening again.

It is a reinforcement problem. Short, repeatable, written down, and run by someone inside your building who already has two other jobs — that is what survives a bad census week.

There are none on this site, on purpose. The previous site went down and the testimonials on it were not recovered, and I would rather show you nothing than show you something I wrote on a client’s behalf.

There are no census numbers on this site either. I have them, and I will tell you about them on a call where I can give you the context that makes them mean anything. Numbers without context are how this industry oversells itself.

If you want to know what working together is like, ask on the call and I will connect you with someone who has done it.

Nothing leaves the engagement. Census, referral sources, contracts, what is not working, who is struggling — none of it appears in a case study, a talk, or a post without written permission naming exactly what may be said.

That rule is why the testimonials page is empty rather than populated with something reconstructed.

If what you need is a website built or ads run, hire the agency — they will do it faster and cheaper than I will.

What an agency generally cannot do is tell you why a discharge planner is not calling you back, or that the campaign you are about to fund is aimed at the wrong person entirely. Selling to a case manager and marketing to an exhausted daughter at two in the morning are two different jobs, and most hospice marketing only ever learns the first one.