Premier Hormone Health: 2x revenue and retention.
A hormone optimization clinic. Revenue and retention both doubled once churn, failed payments, and reporting stopped living in the owner's head. Brice serves as acting COO, so this was run from inside the business rather than recommended from outside it.
2x
Revenue and retention
8 to 12%
Of monthly revenue recovered from failed payments
Acting COO
Brice runs the operation, not a report about it
What was broken (their words)
There is no client quote on this page because this engagement does not have one. Brice is the acting COO, so what follows is his own account of what the clinic looked like at the start, not a testimonial.
Three things were true at once. Churn was a feeling rather than a number. Failed payments were noticed individually and chased manually, if at all. And reporting was reconstructed from memory and a spreadsheet whenever someone asked how the month went.
None of those look like emergencies on any given Tuesday. Together they mean the clinic cannot tell the difference between a patient who left and a card that expired, which makes every retention decision a guess and every marketing decision an argument.
The constraint
The operating picture existed in one head. Everything the clinic knew about why patients left, which payments failed, and how the month was actually going was carried by the owner, which meant no one else could act on any of it.
A subscription clinic in that position defaults to buying more patients, because acquisition is the only lever with a visible dial. It is also the most expensive one. When the leak is retention and payments, spending more on acquisition raises the water level in a bucket nobody has patched, and the revenue line barely moves.
The sequence
Five moves, in this order. Measurement comes before treatment, and payments come before acquisition, because recovered revenue costs nothing to acquire.
Get one honest churn number
Before anything gets treated, churn has to be measured the same way every month by something other than memory. A clinic that cannot state its churn rate cannot tell whether a retention change worked, so every later step on this list depends on this one.
Separate involuntary churn from the real kind
Patients who leave and patients whose card declined are two different problems wearing the same jersey. Splitting them tells you how much of the churn line is a payments problem, and that share is usually larger than the owner expects.
Install failed payment recovery
Retry logic and patient communication that run on their own schedule rather than when somebody remembers. This is the fastest revenue in a subscription clinic to recover, because the patient already chose to stay.
Give retention an owner and a cadence
Onboarding, follow-up, and refill timing become a named responsibility with a rhythm instead of a thing that happens when the schedule allows. Retention is engineered, not relational, and the gap between visits is where the revenue quietly dies.
Put reporting, acquisition, and retention on one system
Three functions reading from the same numbers on the same cadence. That is what lets a decision get made by someone other than the owner, because for the first time somebody else can see what the owner sees.
The numbers
These are the same figures published across the rest of this site. Revenue is stated as a multiple rather than a dollar amount because this is a live private company.
2x
Revenue
2x
Retention
8 to 12%
Of monthly revenue recovered from failed payments
1 system
Reporting, acquisition, and retention on the same numbers
What the owner stopped doing
He stopped being the reporting layer. The month no longer has to be reconstructed by the one person who remembers it, which means the numbers exist before somebody asks for them rather than because somebody asked.
He stopped chasing declined cards by hand. Recovery runs on its own schedule, and the 8 to 12 percent of monthly revenue it returns arrives without anyone spending a Sunday on it.
And he stopped treating every departure as one story. Once involuntary churn was separated out, retention work could go after the patients who actually chose to leave, which is the only group a retention change can move.
Where this applies
Any clinic selling a recurring protocol has this exact set of leaks. The full version of the argument, with the benchmark ranges, is on the telehealth scaling page.
Get a look
Send me the clinic site. I will tell you the one thing I would fix first.
Leave your details. I look at the business and send the one thing I would fix first. No sequence.