What happens in the first 90 days of working with a med spa consultant?

Start with a shared view of the business

The opening review should establish what you want to change and what evidence is available. Explain the owner-level concern in plain language: weak profit despite a full calendar, inconsistent consultation follow-up, or difficulty keeping clients returning.

Prepare business-level reporting on revenue, expenses, appointment activity, acquisition and retention where available. Describe how inquiries move through the team. Keep patient health records out of the engagement; the purpose is to understand the business process, not assess clinical care.

• Agree on the business question and the scope of advice.
• Identify missing or inconsistent reporting before interpreting it.
• Clarify who can make decisions and who will carry them out.

Choose priorities before adding projects

An initial review may reveal several possible changes. The useful next step is deciding which deserve attention now, which depend on better information, and which should wait. A long task list without trade-offs can leave the practice less focused than before.

Each priority should have a reason, an internal owner and a way to check progress. For example, if inquiry handling appears inconsistent, clarify responsibility and follow-up expectations before increasing acquisition spending. The recommendation should follow the evidence rather than a standard growth formula.

Use ongoing conversations to support decisions

As your team begins the agreed work, strategy conversations should address what actually happened. Did staff understand the change? Was time available? Did reporting reveal a different problem? An advisory relationship is useful when it helps the owner make those decisions, not just revisit the original presentation.

Bring concise updates on completed actions, obstacles and business measures. Your advisor can challenge assumptions and help refine priorities, while your practice remains responsible for daily execution. If implementation support is needed, identify it explicitly rather than assuming it is included.

Review progress without forcing a success story

At the review point, separate actions completed from outcomes observed. A clearer follow-up process is an operational change; whether it improves conversion needs evidence. Seasonal demand, service mix and available appointments may also affect the figures.

Decide what to continue, revise or stop. Document what remains uncertain and whether the next business question warrants continued advice. An honest review may conclude that the practice needs more implementation time rather than more strategic recommendations.

• Use the same definitions when comparing business measures.
• Discuss unintended effects as well as encouraging changes.
• Leave with clear ownership of the next priorities.

What our Partnership includes

Our Private Growth Partnership is $5,000 per month, with an initial three-month engagement. It includes two 60-minute strategy calls monthly, revenue and acquisition strategy, conversion and retention recommendations, monthly priorities and KPI review, and limited asynchronous support.

This provides a recurring setting for decisions, not a guaranteed timetable for results. We provide strategic advisory services. We do not provide advertising management, content production or full operational execution.