Three months of marketing,
growth, and engagement.

Before this conversation, I studied Abundant Life the way I would study a client before spending a dollar on their behalf: every service page and its pricing, the booking flow, what is installed on the site, the reviews, the social presence, and the ad that is running right now. This is what I found, the systems I would put in place, and how the three months would run. Scroll.

Everything you offer, and what it costs.

Pulled from your pricing page and your Vagaro catalog. Affirm financing is already attached to the higher-priced drips, the memberships are the only recurring revenue on the list, and the three new programs are the only services priced after a consultation rather than before one.

Three new services, and all three are live on the site.

• Peptide therapy — "support your body's own signals for metabolism, energy and repair." The first consultation is free, every plan starts with bloodwork, and consults can run virtually for Texas residents.
• Hormone optimization, with compounded hormones — "feel like yourself again, with a plan built around your labs, not a guess." Compounded through a US-licensed pharmacy, and the consultation is free.
• Stem cell and exosome therapy — "cellular-level support to help your body restore and repair." Umbilical-cord derived, supervised by a licensed practitioner, delivered by IV, injection, or both, and the page promises no intake form just to talk it through.

All three book through Vagaro, all three begin with a free consultation, and none carries a public price. The booked consultation is where each of these programs actually starts.

The reputation the practice has already built.

Trust is the slowest thing to build in wellness, and it is already built. The work of the next three months is making sure every system around the practice converts the trust it has earned.

The audience already exists.

The content is consistent, the following is real for a local practice, and there is an active ad — running since June 22 in multiple versions, shown here from Meta's own Ad Library. Social is not the problem to solve here; it is the strength to build behind. The role you described points the work at what comes after the follower: website conversion, online bookings, retention, SEO, and training.

What is running on your pages.

A sensible, working stack. Everything in this plan is designed around it — Vagaro stays the center of booking and client records, and nothing here requires replacing a tool the team already trusts.

The role does not mention ads, so the plan does not depend on them.

What you described is social, SEO, the website, retention, AI, and training the team. That is what this plan is built around, and every part of it works without an advertising budget.

• If there is a budget, or if you are considering one, I did look into what the platforms allow for each of your services before writing this. Most of what you offer can be advertised normally, and a few have particular creative requirements. The one exception is stem cell and exosome therapy: Google's policy does not permit ads that sell it, though it does allow purely educational ads, and Meta tends to reject it in practice. Worth knowing before anyone spends money there.
• And if ads ever did run, we would not start from a blank page. Both platforms publish every ad currently running — Meta's Ad Library and Google's Ads Transparency Center are public. I work by what I call replicate and innovate: study what other wellness and regenerative practices are actually running, keep what is clearly working, and build something better on top of it.
• I am glad to walk through the options if that is useful to you. If it is not a priority right now, nothing here changes. Running ads sits outside this engagement itself — it is part of the business system option later in this deck.

The full service-by-service breakdown — what can be advertised directly, what carries creative rules, and the one service that cannot be bought — is written up here: Advertising, service by service ↗.

A menu of workflows, and what each one does.

These are the plays we run for practices like yours. Each one is a workflow that keeps running once it is set up. Which of them belong here, and in what order, is a conversation to have with you rather than something to decide from the outside.

All of them are built around the tools already in place. Nothing here requires replacing Vagaro, the website, or the way the team currently communicates.

A reactivation campaign is usually the first thing we run.

Looking at your website and how far your reviews go back, there is a long history of clients here. A reactivation campaign simply gets back in touch with them. It is one of the standard plays we start with, because it reaches people who already know the practice.

• Modest rather than aggressive. This is not a blast. It is a small number of messages, spaced out, offering something genuinely worth coming back for. We would write it together so it sounds like the practice and never like a sales email.
• The list gets checked before anything sends. Old contact records are not the same as a current mailing list, and we start with the most recent people and expand slowly. That protects the email address the practice already uses for appointment confirmations.
• You approve every message. Nothing goes out that you have not read.

I have set up this kind of campaign for other cash-pay practices, including a Christian holistic psychiatry practice and a Christian med spa, in an engagement shaped much like this one.

Memberships are the recurring revenue in the practice.

Four tiers from $125 to $499 a month, and they are the one line on your price list that bills again next month without anyone selling anything. The memberships page exists on the site — what does not exist yet is anything that actively enrolls people: no comparison at checkout, no mention in follow-up, no wave to the list.

• Where the members already are: the clients coming in regularly whose monthly spend has quietly passed a tier price. Showing that comparison at checkout is most of the pitch, and it takes one conversation to teach the front desk.
• Then the list: a membership is the easiest thing to offer someone who already knows and trusts the practice, which makes it the natural second wave of the reactivation campaign.
• And it feeds everything else. A member in the building every month is the person who eventually asks about hormones. Retention and growth are the same motion here, not competing ones.

A first-visit offer, used consistently.

All three new services open with a free consultation, which is also what most practices in this space offer. That makes it a normal starting point rather than a reason to choose you. An offer is more specific: it says what someone actually receives on that first visit.

• Make the first visit concrete: the lab panel included, the body composition scan, the written plan in hand, the first session bundled — something specific enough that someone can say yes without a phone call first.
• It uses content you already make: existing posts and videos, with the offer attached. No new production work for the team.
• One at a time, and measured: an offer is a test rather than a decision. It runs for a period, gets compared against the baseline, and either stays or gets replaced.

Wherever it appears, it stays the same offer: the booking page, the reactivation email, social, and anything a local partner passes along to their members.

Options for how booking and payment could work.

Every booking path on the site ends in Vagaro, and OptiMantra appears to hold clinical records. How you actually use the two, and whether you intend to stay with Vagaro, would change the answer here — so this is a question first. If Vagaro stays, options A through C apply. If you are open to moving some of it, there are further options worth walking through together.

If you wanted a recommendation, option B first, so there is real information about how people move through the booking. Deposits would follow afterward, on whichever services see the most missed appointments, once there is a baseline to compare against.

Following up with everyone who makes contact.

• Asked, never booked: because the contact is captured before the calendar, someone who drops out of the booking still enters a short email and SMS sequence that answers the two or three questions that actually stop people from booking that service.
• Booked, never showed: a same-day recovery message with one-tap rescheduling, not a call three days later when the moment has passed.
• Showed, and served: aftercare in your voice, the next appropriate service explained rather than sold, and the review request timed to the right moment — the next play.
• Cross-service education: a thermography client who has never tried the sauna; a detox client who has never heard the hormone program exists. Fourteen services under one roof is a retention asset almost nobody uses deliberately.

All of this is built around Vagaro rather than alongside it. Every message is approved before it sends, and anything added is set up in the practice's name and handed over with training.

Requesting reviews consistently, after every visit.

You are clearly already doing the hard part, which is giving people a reason to write one. The only thing missing is that the asking is manual, so it happens when someone remembers.

• Same message, every client, every visit. No one has to remember to ask, and nobody gets missed because the day was busy.
• Text and email together, not one or the other. Practices that use both consistently collect several times the reviews of practices using either alone.
• Timing matters more than wording: a couple of hours after the visit, while it is still fresh, and a single reminder if there is no response. Then it stops.

Making it straightforward for clients to refer someone.

Seventeen years of word of mouth is most of how this practice grew. The play is not to incentivise it, it is to remove the friction, so that a client who already wants to recommend you can do it in one tap instead of remembering to mention it.

• A welcome offer the client can pass along: a link in the message they already receive after a good visit, so the friend arrives with something waiting for them.
• Asked at the moment of goodwill: right after a strong review, right after a visit that went well, right after a membership renews. Not buried in a newsletter three weeks later.
• Thanked personally: a note from Jennifer and a small gesture. This is a relationship business, and the referral should feel like one.

Relationships with other businesses in your area.

This one is entirely up to you, and it depends more on personality than on budget. If you or someone on the team enjoys meeting people, it pays dividends. Keller and North Fort Worth are full of run clubs, yoga and Pilates studios, gyms, and small businesses whose owners already care about health.

• Start with the people you already enjoy: the studios, the clubs, the owners you would be glad to spend an hour with. Follower count is not the filter, alignment is — plenty of the best ones are simply good at what they do and quiet online.
• Bring an entry offer made specific to their members: that is the entire ask, and extending it costs the practice nothing until someone books. It also makes the studio owner look generous to their own people, which matters more to them than any payment could.
• Offer something in return: a standing offer for your clients at their studio, a free education session for their members, a co-hosted event. Mutual promotion between two businesses is ordinary marketing. Paying an owner for each person who walks in is not, and with licensed providers on staff that line is worth staying well clear of.
• Keep it on a regular schedule: a named list, a set number of conversations a week, and a simple record of who was approached and what came of it. That is what makes this a system instead of a good intention.

It costs time rather than money, which is why most practices never get to it. If it is not a fit for how you like to work, nothing else in the plan depends on it.

The workflows that run before a visit.

Each of these is a simple, deterministic automation: the same trigger produces the same action, every time. They run in Vagaro or GoHighLevel — tools you already own — and none of them needs anyone to remember it.

The workflows that run after a visit.

The after-visit side is where most businesses go quiet, and it is where retention actually lives. The same principle: set up once, approved by you, running every day.

AI's part in all of this is modest and useful: drafting each message well, in the practice's own voice, and assembling the reports — with a person approving anything a client sees. The workflows themselves are deterministic, which is exactly why they can be trusted to run alone.

The content strategy holds. The cadence can grow.

Your content is genuinely on par with what the stronger regenerative clinics are doing — that is a research finding, not a compliment. The method I bring to it is the same one I bring to everything: replicate and innovate. Research the clinics with nearly your exact service structure that are simply larger, take what is demonstrably working for them, and configure it to your brand, your voice, and your uniqueness. Nobody in an established industry starts from an original blank page.

• The mix leans more informative. The stronger clinics run content much like yours, with more informative pieces relative to promotional ones — and education is also what sells consult-driven services. I can show you real examples from clinics in your space rather than describe them.
• A cadence to grow into: you average about two posts a week today. I would push toward three or four, keeping roughly the rhythm your page already has — about one reel for every three static pieces — just made deliberate instead of occasional.
• I deliver the informative pieces weekly: designed, in your brand, ready to post — you provide the photos and the raw material, I handle the design and the calendar. Reels stay yours; I bring the ideas and the direction.

Two settings worth a look, and one habit.

• The Instagram category. The page is currently listed as an alternative and holistic health service. The larger clinics I have researched in this space list themselves under broader health categories, and my working assumption is that the broader label surfaces more often in local search and discovery. Worth testing — it is a setting, not a strategy.
• The verified badge on Meta. The standard tier at $15 a month is the one I would take — the badge, impersonation protection, and improved placement in search. The $50 tier adds one genuine discovery feature on top: featured-account placement, where Meta surfaces the profile to people who do not follow it yet, plus links in up to two reels a month. Worth weighing if discovery becomes the priority; nothing above that tier is worth the money.
• The habit: engage locally, as the practice. Follow and comment on the accounts around you — other clinics, studios, gyms, yoga and Pilates instructors, athletes, smoothie bars, the people who post about health in Fort Worth. Not to promote anything: someone posts a video from their morning run and the reply is "Awesome this looks fun." The larger clinics’ accounts follow almost entirely local people and businesses, and that is not an accident.
• Optional — and more fun than work. It works best from whoever on the team is already on social during the day, and it only compounds if it is habitual. It is the one thing I would ask of your team directly, and it is the enjoyable kind of work.

None of this replaces the work your content person is already doing. It adds reach around it.

The profile is where most local searches actually land.

When someone nearby searches for a service you offer, Google shows the map results before it shows any website. Which businesses appear there, and in what order, is decided largely by the profile itself rather than by the site. It is the highest-return work available in local search, and all of it is free.

• Every service listed individually, so the profile can appear for each one rather than only for the practice name.
• Photos of the space, the rooms, and the team, which is the single most common gap on local profiles and one of the clearest signals to Google.
• The logo, so the brand appears next to the listing in search and on maps.
• Posts published regularly, which keep the profile active. Announcements, new services, seasonal notes.
• Questions and reviews answered, both of which are visible to everyone who finds you there.

This is week-one work, it costs nothing, and it is the foundation everything else in search sits on top of.

For a local practice, SEO starts at the Business Profile — not the blog.

SEO gets sold to local businesses as keywords and articles. For a practice serving one area, the order that actually works is different: when someone nearby searches for IV therapy or hormone support, Google shows the map results first — and those rankings are decided by the Business Profile, the reviews, and the consistency of your information before your website's content is ever weighed.

• First, the Business Profile, filled out completely: every service listed, real photos, the logo, regular posts from content you already make, reviews invited at the right moment. Complete profiles earn up to 7× more clicks — the highest-return SEO work that exists for a local practice.
• Then one page per service that matters — peptides, hormones, IV therapy, thermography, aesthetics — written to answer what people actually search for, on your own domain, so each service can rank on its own instead of the homepage carrying all of them.
• Then local schema markup on those pages: a small layer of code that tells Google, and the AI assistants people now ask, exactly who you are, where you serve, and what each service is. Invisible to visitors, added as the pages are built.
• Content comes last, not first. Articles compound after the foundations exist. Starting with a blog is how local businesses spend a year on SEO with nothing to show for it.

Quick wins first. Systems second. Training third.

The order is deliberate: visible improvements in the first two weeks build trust, the systems built in the middle produce the bookings, and the training at the end means the growth keeps running after the engagement ends — which is what your description of the role asks for, twice.

The steady rhythm, running through all three months.

The months describe what gets built. Alongside them, a steady rhythm runs from the first week to the last:

• A priorities call with you and management, every two weeks — what matters most right now, decided together, so the work always points where you want it pointed.
• A working session with your marketing team member — building side by side, which is how the training actually happens.
• Content moved forward: drafts written, reviews gathered, approvals collected, and the schedule kept — so publishing never stalls waiting on anyone.
• The systems watched: reviews answered, the Business Profile active, inquiry response times checked, sequences confirmed running.
• A short report every two weeks, readable in two minutes — what moved, what did not, what happens next — and a fuller monthly review.
• And access to me throughout: reachable through the business day, whenever something needs a fast answer — nothing waits two weeks because it arrived between calls.

Access, baselines, and the first visible improvements.

• The full audit, with real access: the website and every booking path, GA4 and Tag Manager, the Vagaro funnel, the email list's size and health, each social account, the running ad, and where every inquiry actually enters the practice.
• Baselines recorded before anything changes: bookings by service and by source, inquiry response times, review pace, and what the website currently converts — so every result afterward is measured against something real.
• The open questions answered: whether the aesthetic services are still running — and if so, that page gets built and its booking path opened — and whether a GoHighLevel account already exists, before anything new is bought.
• The brand, showing everywhere it should: the Business Profile completed — logo, photos, every service listed, posting started — plus the site icon and link previews, so the practice looks like itself in tabs, search, and shared links.
• The IV menu published on the website, with the Affirm financing you already have shown beside the higher-priced drips.
• The review request running: text and email, a couple of hours after each visit, the same message for everyone.
• The reactivation campaign drafted, approved by you, and the first segment sent.
• Working sessions with your marketing team member, started in week one — training happens by building together, not saved for the end.

The systems go live, one after another.

• Reactivation continues in waves, segment by segment, each message approved before it sends, replies routed to the team, and results read as they come in.
• Education pages for the high-value services: peptides, hormones, stem cell, and aesthetics — each page answering the questions people actually ask before the booking button, in the practice's voice.
• The booking flow decision, implemented: whichever of the options we chose together goes live, and the first-visit offer starts running against its baseline.
• Follow-up running everywhere: new inquiries acknowledged immediately, missed appointments recovered the same day, post-visit sequences live, and cross-service education flowing to existing clients.
• Membership enrollment begins: the front desk equipped with the simple comparison that shows a regular client when a tier would already be paying for itself, and the membership wave of the reactivation sent.
• Local search foundations: one page per service that matters, local schema on each, and the Business Profile publishing on a steady rhythm.
• Content, produced together: a simple calendar with your marketing team member, drafts prepared in the practice's own voice, reviewed and scheduled in working sessions — and the local engagement habit handed to whoever on the team runs social.
• Website conversion work continues: shortening paths to booking, page by page, guided by what the measurement shows.

Refine the work, document it, and hand it over.

• Adjust what the numbers point to: the weakest step in the client journey gets the attention, judged by bookings rather than impressions — and if missed appointments justify it, deposits go on the services that need them, measured against the baseline.
• Training moves to the front: your marketing team member runs the recurring workflows with me alongside rather than the other way around, and management receives the SEO continuation plan the role asks for.
• Documentation that outlasts the engagement: written playbooks for every system, a short screen recording for every recurring task so the team can rewatch instead of re-ask, templates, and an ownership map — who does what, weekly and monthly.
• The local relationships opened, if that play was chosen — the first conversations with studios and clubs, with the entry offer in hand.
• Everything in the practice's name: accounts, access, and assets handed over cleanly, with nothing that depends on me to keep running.
• The final report: every number against its month-one baseline, what was built, what it produced, and a prioritized roadmap for the quarter after I leave.

The measure of success is the team running the system without me, and the system still producing bookings.

The responsibilities you listed, and where each is covered.

Everything on this slide is included in the engagement, including website and brand recommendations with the changes offered. The one thing that sits outside it is a full website rebuild — that is part of the business system option, covered later in this deck.

How the results would be measured.

• The numbers that matter: bookings by service and by source, inquiry response time, reactivation bookings from the list, review growth, and Business Profile actions.
• Baselines first: every number is measured in month one before anything changes, so improvement is real and visible.
• Reported simply: a short view every two weeks that reads in two minutes, and a fuller monthly review — what moved, what did not, what happens next.
• Traffic, likes, and impressions are useful indicators along the way. The measure that matters is a booked appointment.

Practices like yours are where I have worked.

• A Christian holistic psychiatry practice: from roughly 10 to 20 clients to roughly 200 clients per month — educational content from real patient questions, clear Christian positioning, follow-up systems, and advertising.
• A Christian med spa, in this engagement's exact shape: three months, organic foundation first — website, Google Business Profile, social, CRM, AI-assisted processes, follow-up automation — then the team trained and the systems handed over.
• Local cash businesses: a cleaning company up roughly 45% in under a year and a refinishing company up roughly 80% in about nine months, both driven by Google, local SEO, and follow-up discipline.
• The systems background: years of configuring CRM, drip, and follow-up platforms — GoHighLevel among them — for local businesses, which is why the handoff playbooks are habits, not extras.

My family serves in ministry, and my brother attends Lifestyle Christianity University in Fort Worth. Working with Christian-owned practices is a deliberate choice on my part.

Everything in this deck, at the rate you posted.

$2,500 a month, for three months, billed monthly. That covers everything described here — the audit, the workflows we choose together, the systems, the training, and the documentation the team keeps. There is no setup fee, and nothing in the plan requires buying software to begin.

The next page lists exactly what that covers, item by item. Everything after it is a separate option.

Everything in the role's description, and more.

Every responsibility in the role you posted is inside this engagement, and the list below goes past it — the same scope, with the systems that deliver it.

Billed monthly at the rate you posted, no setup fee, nothing extra required to begin. The one thing not on this list is a full website rebuild — that belongs to the business system option, which starts on the next page.

One place that knows the whole business.

This is not something the practice needs, and it is not part of the three months. It is a system I build for larger operations, and it is included here only so you know it exists. In one sentence: the knowledge of the business, organized in one place the practice owns, connected to the tools already running, and reachable by typing a question into an app the team already uses.

• The knowledge, owned by you. Services, pricing, procedures, team roles, brand decisions, and the financial picture — organized in plain, portable files. If you ever stopped working with me, all of it stays, readable by anyone.
• No access to medical records — OptiMantra does not allow it. Its webhooks work in one direction only: it sends notices out, and nothing outside can reach in. What it offers to share is appointment, status, and tag information — and even then, we choose which fields are included. Requesting a chart or a patient record from outside is simply not something the software supports.
• Built from research, not guesses. Part of the build is deep research on your closest competitors — the practices with nearly your service structure that are simply larger. What they publish, the offers they run, and even the software their websites are connected to can all be read from the direct source, the same way I read yours before this meeting. Replicate and innovate: keep what is proven in your space, and configure it to your brand, your voice, and your uniqueness.
• Reached through conversation. A question typed into Slack — how many bookings this week, what did we decide about the spring promotion, draft the newsletter — answered from the practice's own information, in the practice's own voice.

The knowledge base, area by area.

The build starts by writing the business down — the things that today live in your head, in old emails, and in the team's habits. The structure below is the one I use; we would shape it to the practice together.

Two things follow downstream of a system like this. The team stays on brand without anyone policing it — drafts start from the brand's own voice and knowledge, and the system flags anything that conflicts with the core documents. And the business scales in an organized way: the records and documentation stay structured the way a potential investor or buyer would expect to find them, because that is simply what organized looks like.

Checked against each tool you already run.

Each row above was checked against the tool's own documentation before it went on this page. The exact connections get confirmed tool by tool during a build — nothing here is promised sight unseen.

The sensitive information connects only if you want it to.

Finances sit apart from the rest of the system on purpose. Connecting them is a choice, made whenever you are comfortable — and for many owners it becomes the most useful part.

• The connection can be as deep or as simple as you like. QuickBooks and Xero both offer APIs and webhooks that feed the system directly. And if the practice does not run accounting software that tracks things actively, it can be as simple as dropping the bank statements in once a month — the system organizes from there.
• A finances channel, visible only to whoever you choose. The same permissions that guard everything else guard this hardest. Inside it, questions get answers: what does revenue look like this month, what does profit look like, what did we spend on payroll, on products and equipment, on advertising. What is our average order value. What does it cost us to gain a client, and what is a client worth over time.
• These are the numbers an investor or a buyer asks for first. Whether or not selling is ever the plan, tracking them monthly is what an investment-ready business looks like — and they are just as useful for running the practice this quarter as for any conversation years from now.

If you run Google Workspace, all of it connects.

Email, Calendar, Drive, Docs, Sheets, Slides, Forms — every part of a Google Workspace business account can connect to the system. That turns tools the practice already pays for into working surfaces, and it keeps the business's information organized in a modular way: content, services and pricing, procedures, team, brand and creative, finances.

• Sheets become living records. Dedicated spreadsheets for the numbers worth tracking — revenue and profit by service, average order value — kept current by the system instead of by hand at the end of each month.
• Drive becomes the delivery surface. When a piece of content is finished, it lands in a Drive folder and arrives in Slack as a link or as the file itself. You approve, download, post. Nobody goes looking for anything.
• Filed, moved, and updated by asking. "Put this in the brand folder." "Create a folder for the fall campaign." "Update the pricing document." Typed into Slack, done in Drive — so the guidelines and records the team points to stay current without anyone owning the chore.
• The calendar can belong to the system too: scheduled check-ins and recommendations based on results, arriving when they should rather than when someone remembers.
• Content in your style, on request. Connected to Canva — which the team likely already uses — and to image generation, an assistant that has already learned your formatting, your templates, and your design, trained on agreed good and bad examples. It takes "make an informative piece about stem cells," returns options already in your style, and you pick one and refine it by talking to it.

The plain description: a personal assistant that truly knows the business, that anyone on the team talks to like a person, inside Slack — and everything it touches stays in tools the practice already owns. This is the shape of the systems I build for larger businesses, fitted to a practice this size.

What it looks like to actually use.

• Channels for each part of the business. Bookings in one, reviews and reputation in another, the numbers in a third — each part of the team sees what concerns them, and nothing gets buried in one shared inbox.
• Updates arrive on a schedule. A short morning summary of yesterday — bookings, revenue, reviews, anything unusual — instead of someone assembling it by hand.
• Questions get answers, not searches. How many bookings this week. What is the sauna room's busiest day. What did we decide about the spring promotion. Draft a reply to this email. Typed where the team already talks, answered from the business's own information.
• Work happens there too, not just answers. Draft the newsletter. Build three options for a Facebook ad from the current offer. Design an informative piece on peptides. File the approved one in Drive. Ask for an email from the business address — it finds the contact, sees what they have booked through Vagaro, and drafts it for your approval. The same channel that reports the numbers can produce the work the numbers call for — for the owner and for the team.
• Slack, WhatsApp, or Telegram — whichever your team prefers. All three support this setup. The system lives inside the app your team already opens every day, not in one more place to check.

Assistants, built around real recurring work.

An assistant is a focused worker inside the system that owns one recurring job. During the engagement I build as many as are reasonable and proven ready — and the ongoing management covers their upkeep and continued improvement. Examples of what gets built for a practice like this:

How many get built is a function of readiness, not a quota. Nothing ships until it has been tested and proven, and each one keeps being improved after it is live.

The rebuild, the landing pages, and the ads, as one funnel.

The build month includes a full rebuild of the website, and with it the landing-page system that any advertising runs through. They are built once, together: the ad carries the offer, the landing page answers the questions, and the booking follows.

• The website, rebuilt. The content and the Vagaro integration carry over; the structure gets rebuilt around booking, with every recommendation from the engagement applied rather than listed in a document.
• A landing page per campaign, on your own domain, carrying the offer and measured on its own — so the Meta and Google funnels run through pages built for them instead of through the homepage.
• Advertising, run from the diagnosis. What each of your services is allowed on each platform was checked before this deck was written — the full service-by-service breakdown is at Advertising, service by service ↗. Campaigns start from the replicate-and-innovate research in the public ad libraries, never from a blank page — and ad spend itself stays yours, approved by you.

Included with the system: the rebuild in the build month, landing pages as campaigns need them, and the advertising work carried inside the ongoing management.

Three months, with the build in the first.

• The first month is the build. The knowledge base — working sessions where I bring the questions and the structure, and you bring what only you know about the business — alongside the full website rebuild and the landing-page system that any advertising would run on. This month needs your time as well as mine, and it cannot be rushed or skipped.
• Months two and three: assistants, one at a time, built against proof. The engagement runs alongside and makes the results trackable; the agents get built around what the numbers show is actually working, rather than around guesses. Each one is tested in an isolated environment before it touches anything live, given permissions and guardrails so nobody can break it by accident, and only then put to work.
• And the handoff changes shape entirely. Instead of training a person to manage automation workflows across three different tools, the team plugs into the channels and asks — typed, or spoken through the phone's voice-to-text. Nobody has to open automation software, learn to build a workflow, or touch anything technical: the guardrails and the do's and don'ts are already inside each assistant, and it already knows the brand voice and how you like work done. The training time goes to the part only your team can carry.
• The cost, plainly: the build month is the $2,500 engagement plus the one-time $5,000 build fee. From the second month it is $3,500 a month: the $2,500 engagement continues, and the additional $1,000 carries the advertising work, the management of the knowledge system, and the continued building and refining of the assistants. Advertising is part of the plan, not part of the build fee.
• What the build fee covers: the knowledge base itself — the main piece — plus the private server set up with the AI inside it and connected to Slack, the assistants built and scripted on top of that knowledge, and the guardrails: the rules and the do's and don'ts written in so the team can use all of it in plain language without anything falling apart. It is a month of construction, not configuration.
• How this differs from the engagement alone: at $2,500, the automations run because I build them and I operate them — the technical knowledge stays with me. The system is built for your team: the same effectiveness, reachable by people who are not technical, in their hands rather than only in mine.
• What you end with, and what comes after: a system the practice owns outright, in plain portable files — a business that is easier to run, easier to staff, and more attractive to any future investor or buyer. At the end of the three months, the results say exactly where more time and energy would pay; continuing is a recommendation made then, on evidence, not a commitment made now.

After the three months, keeping the system maintained without the full marketing engagement is a smaller arrangement — in the neighborhood of $1,500 a month, scoped then. If any of this is ever of interest, we would talk through it together; it is in this deck only so you know it exists.

What each option includes, in one view.

Both stand on their own, and the engagement is not the lesser version: it carries the same marketing work and the same automations, complete as posted. The system adds four things on top — the website rebuild, the knowledge base, the Slack assistant with true agents, and advertising — and the extra $1,000 a month covers only the management and continued building of those. It is a decision for later, not for this meeting.

Starting is deliberately simple.

No decision is expected in this meeting. When you are ready, the pieces are already prepared, and the first week is work rather than setup:

• The agreement: a plain-language agreement, sent the same day. Month to month — each month renews only if you choose to renew it, so you are never locked in. The three months is simply what the plan is built around.
• The invoice: a payment link, billed monthly. No setup fee, and nothing due until the agreement is signed.
• Onboarding: an invite to a private Slack channel, where a short intake form gathers what the work actually needs — the accounts, the access, the essentials — one time, in one place.

From signed to started is measured in days. And if the business system is ever added, the same channel simply becomes its home.

What I would ask before anything else.

• Which of the new services matters most in the next three months, and what would full look like?
• How large is the client and email list from seventeen years, and when did it last hear from the practice?
• Where do most new clients come from today, in your experience?
• Are the aesthetic services still running, and is the aesthetician still with you?
• Is there a GoHighLevel account already, and who has the keys to it?
• Would you rather every booking stay inside Vagaro, or is a booking page in front of it something you are open to?
• What does the marketing team member own today, and how much time do they have?
• Who approves public content, and how quickly can approvals turn around?
• At the end of the three months, what has to be true for you to call this a success?

I would rather take the first few weeks to get the priorities right than move quickly on the wrong ones.

Prepared by Robyn Rocha. Every figure about the practice comes from its own public information. Where I have used an industry benchmark, it is labeled as one.