Nashville, Tennessee / Demand + caregiver capacity
From 120 to 167 active clients in six months.
Client acquisition and caregiver recruiting ran together during Days 91–270. Weekly care hours rose from 3,000 to 4,374, with 600 of the added hours above the agency’s supplied growth model.
After 55 discharges in the same period.
Campaigns paced to the caregivers the agency could staff.
Caregiver recruiting ran alongside client campaigns.
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 built and managed
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.
+39%Two locations · Days 91–270
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
Stated investment for Days 91–270 was $87,000: $45,000 in Acensus fees and $42,000 in media. Monthly media was $3,200 for demand and $3,800 for recruiting. The preceding 90-day engagement is outside this schedule. Modeled incremental gross profit during this 180-day window was $115,400 above the supplied growth scenario; the $264,300 gross gain also includes growth already underway. 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.
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 |
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; $22,800 recruiting media divided by 98 hires from all sources; not paid-attributed cost per hire |
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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