Chicago, Illinois / Inquiry reactivation
Seven admissions in 45 days from past inquiries.
A screened list and managed reactivation campaign generated seven admissions without added advertising. By Day 90, five clients remained on service, two respite stays had completed, and the continuing clients represented 120 weekly care hours.
By Day 45, from 1,117 inquiries that had never converted.
By Day 45; 15 completed.
From families who had gone quiet.
Four texts and three emails over 21 days.
Starting position
The agency reported $4.10M in annual revenue, 106 active clients, 2,438 weekly care hours, and 94 caregivers. Its 36-month CRM export contained 1,340 records: 223 prior admissions and 1,117 that had never converted.
The constraint
Past inquiries had gone quiet. The list contained invalid and ineligible records, and families with renewed care needs had no structured path back to intake.
What Acensus built and managed
Week 1 removed ineligible and duplicate records. Week 2 built a 21-day sequence of four texts and three emails. The first 200-record batch started on Day 9. Batches rolled out over Weeks 2–4, with live replies routed within 60 seconds. Day 45 counted assessments and admissions; Day 90 separated continuing clients from completed respite care.
7 of 18assessments became admissions · Day 45
Investment and return
Gross profit after direct care costs, before overhead. Annualized at the ending weekly pace; not cash collected over 12 months.
The economics and what shaped the result
The economics
No additional advertising was used. Messaging cost $184. The five continuing clients generated 120 weekly care hours at Day 90. At $32.50 per hour, that represents $202,800 in annualized added revenue. At $13.50 hourly gross margin, it represents $84,240 in annualized added gross profit. Added gross profit realized during the engagement was $19,300.
What shaped the result
Two of the seven admissions were short-term respite cases and had ended by Day 90. They are excluded from the annualized economics. The campaign ran in February and March; five other families remained in the pipeline at Day 45 and are not counted as admissions. Outreach used list eligibility, consent, and opt-out handling.
What moved: the full operating schedule
| Measure | Count | Basis |
|---|---|---|
| Records exported | 1,340 | Prior 36 months |
| Never-converted records | 1,117 | After separating 223 prior admissions |
| Invalid / other excluded | 214 / 161 | 375 records removed |
| Contacted / delivered | 742 / 719 | 23 did not deliver |
| Replies | 83 | 11.5% of deliveries |
| Opt-outs | 30 | 4.2% of deliveries |
| Qualified conversations | 39 | Care needs discussed |
| Assessments booked / completed | 18 / 15 | By cutoff |
| Admissions signed | 7 | By Day 45 |
| Continuing / respite clients | 5 / 2 | At Day 90 |
| Peak / continuing hours | 168 / 120 | Per week |
| Agency-wide active clients | 106 → 110 | Different from campaign cohort |
Additional operating and financial detail
| Loaded caregiver cost | $19.00 per hour |
|---|---|
| Gross margin | $13.50 per hour / 41.5% |
| Average client / caregiver hours | 23 / 26 per week |
| Length of service | 16 months |
| Replacement estimate | 6.63 admissions per month |
| List exclusions | 33.6% of never-converted records; 28.0% of all records |
| Email reply rate | 1.9% |
| All-in cost per campaign admission | $3,241; 7 signed admissions |
Reporting basis and how to read the figures
Source: the client’s own billing and operating records, with calculations reconciled to the supplied inputs. Window counts and endpoint rates use the stated periods. Annualized values assume continuing weekly hours and rates; they are operating run-rates, not cash collected or realized 12-month returns. Each case retains its stated cost denominator and factors that shaped the result. Client identities are anonymized.
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