Growth that intake and staffing could support.
Client acquisition and caregiver recruitment ran together as the agency expanded delivered care.
Two locations · Days 91–270 · Anonymized client case
Admissions during the reporting window
Active clients, after 55 discharges
Delivered care hours per week
Starting position
The agency reported $5.60M in annual revenue, 120 active clients, 3,000 weekly care hours, and 115 caregivers. Intake was already converting 26% of inquiries to admissions. Admissions exceeded discharges before this phase began.
The constraint
Demand expansion needed to move with caregiver recruiting. More inquiries would only help if intake and staffing could absorb the work.
What Acensus installed
Acensus launched client acquisition and caregiver recruiting together during Days 91–105. A 22% inquiry-to-admission floor governed demand spend. Conversion and capacity were reviewed before increases. Demand spend stayed flat during Days 180–270, creative rotated twice, and two underperforming sources were removed in Month 6. The client hired a second intake coordinator on Day 135.
Active clients
Two locations · Days 91–270102 admissions less 55 discharges. Delivered hours: 3,000 → 4,374 per week.
What moved: the full operating schedule
| Measure | Starting point | Endpoint / window |
|---|---|---|
| Inquiries / month | 52 | 78 |
| Qualified inquiry rate | 71% | 68% |
| Inquiry → assessment | 43% | 41% |
| Inquiry → admission | 26% | 25% |
| Assessment → admission | 60% | 61% |
| Missed calls | 5% | 6% |
| Admissions / month | 13.5 | 19.5 |
| Discharges / month | 8.0 | 10.5 |
| Net client growth / month | +5.5 | +9.0 |
| Caregiver roster | 115 | 168 |
| Applicants / week | 28 | 75 |
| Weekly hours declined | 40 | 64 |
The economics
Monthly media was $3,200 for demand and $3,800 for recruiting: $42,000 across the window. The supplied growth model accounts for 774 of the 1,374 added weekly hours; 600 hours were above that model. At $36.00 per hour, those 600 hours represent $1,123,200 in annualized added revenue. At the $14.80 ending hourly gross margin, they represent $461,760 in annualized added gross profit.
What shaped the result
The window included 98 hires and 45 departures. A competitor closure contributed an estimated 4–6 of the 102 admissions. Hourly gross margin fell from $15.50 to $14.80. The 600-hour comparison is against a supplied growth scenario, not an experimental control.
Additional operating and financial detail
| Reported engagement gross profit | $264,300; includes growth versus opening hours, including existing growth |
|---|---|
| Modeled census | 148 clients; actual census 167 |
| Admissions above supplied model | 21 |
| Clients above supplied model | 19 |
| Annualized GP contribution from all 1,374 added hours | $1,057,430 |
| Annualized margin impact on opening hours | −$109,200 |
| Change in total annualized operating GP pace | $948,230 |
| All-in cost per admission above model | $4,143; 21 admissions above model |
| All-in cost per all window admissions | $853; 102 admissions |
| Recruiting media per gross hire | $233; 98 hires |
Reporting basis and how to read the figures
Source: client narratives supplied by Acensus, with calculations reconciled to 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.
Find your next move.
Bring your inquiry volume, follow-up gaps, and caregiver capacity to a 20-minute diagnostic with Sam.