Built for regional health systems, multi-specialty groups, MSOs, and telehealth platforms. HIPAA-compliant intake across every service line. BAA executed before any data flows.
Multi-hospital systems, integrated specialties, employed physician groups. Service-line marketing complex across 8+ specialties.
Service-line SEO, referral capture across the network, HIPAA-compliant intake routing, RCM coordination.
Cardiology, orthopedics, GI, dermatology MSOs. Often multi-state, often growth-stage backed.
Specialty-specific patient acquisition, referral physician outreach, prior auth automation, denial management.
Pediatrics, primary care, urgent care groups with 10+ locations. Each location has local SEO and intake needs.
Per-location SEO, centralized intake with local phone numbers, scheduling AI, patient communication.
Direct-to-patient telehealth, often venture-backed, often mental health or specialty-focused.
Patient acquisition funnels, multi-state intake routing, async-care workflow AI, RCM for telehealth-specific billing.
| Layer | Roles & systems | Cadence |
|---|---|---|
| Acquisition | Service-line SEO, paid search, referral physician outreach, content publishing. | Weekly performance, monthly attribution |
| Intake & Routing | HIPAA-compliant AI intake, multi-state phone routing, EHR integration. | Live, 24/7, sub-22-min referral response |
| Pre-Visit | Prior auth specialists, scheduling coordinators, insurance verification. | Per patient |
| RCM | Coders (CPC, CCS), denial management, AR follow-up, patient billing. | Continuous |
| Reporting | Cost per booked patient by service line, source, referring physician. | Quarterly |
6 to 80 healthcare-trained operators, embedded in 30 days, employed under our entity, BAA executed before access.
BAA before data flows. PHI segmented from non-PHI workflows. Audit log retained seven years. SOC 2 Type II underway.
| Dimension | Posture | Notes | Status |
|---|---|---|---|
| HIPAA | Compliant | BAA executed before any data flows. | Active since founding |
| PHI handling | Segmented | Non-PHI workflows isolated from PHI workflows. | Audit log 7-year retention |
| SOC 2 Type II | In progress | Audit firm engaged Q1 2026. | Expected Q3 2026 |
| State privacy | Tracked | California CMIA, NY SHIELD, Texas HB 300. | Quarterly review |
| Breach notification | Codified | 60-day notification SLA, NIST framework. | Tested annually |
| Cyber + E&O | Active | $5M cyber liability, $3M E&O. | Renewed annually |
HIPAA matrix maintained quarterly. State privacy law changes tracked monthly. BAA template available on request.
CPL and CPC fail in healthcare because they end at the form fill or the click. Between the lead and the visit sit insurance verification, prior authorization, scheduling friction, and a no-show rate that varies by service line. The honest acquisition cost is the cost of the patient who actually shows up.
Cost per booked patient measures every dollar spent against every patient who completes a first visit. It folds in the no-show rate, the verification fallout, and the scheduling friction that the upstream metrics quietly ignore.
Famaash reports CPBP quarterly by service line, by source, and by referring physician. The first report ships at Day 90 of the engagement. It is the first time most multi-site clients see their acquisition cost grounded in completed visits rather than form submissions.
The metric compounds over time. Channels that look cheap on CPL often look expensive on CPBP. Channels that look expensive on CPL sometimes turn out to be the highest-yielding source the practice has.
An audit and BAA phase, an activation phase, and a quarterly cadence with the first report shipping at Day 90.
An anchor cardiology MSO · Mid-Atlantic · 47 locations
Before the engagement, sixty percent of inbound referrals to the MSO were lost to slow response. The median time from a referring physician sending a patient over to the MSO calling that patient back was just under fourteen hours. By the time the call went out, the patient had often already booked elsewhere.
The first decision was a BAA executed before a single dataset moved. The audit identified that two of the seventeen call centers servicing the network were producing sixty-eight percent of the lost referrals. The intake stack was not the bottleneck. The routing was.
The AI routing layer went live in Week Five. It unlocked Spanish-speaking referral pickup the same week, an audience the MSO had been declining at the network edge for two years for lack of fluent intake. Spanish referral conversion moved from twelve percent to fifty-four percent inside the first quarter.
The MSO now runs at a 22-minute median referral response across all 47 locations. Attributed revenue at the network sits at $11M per quarter, on a flat marketing budget. The quarterly CPBP report is the document the COO walks into the board meeting holding.
A four-question audit benchmarked against the Famaash anchor cardiology MSO. Numbers in your inbox the same day, BAA-first.