What we found.
What we did. What changed.

Before Brick & Mortar existed, we built the clinic a custom payer-rate analysis tool. It ingested insurers' public Transparency-in-Coverage filings and the national provider registry (NPPES) into a database, then benchmarked Maverick's negotiated reimbursement rates — code by code, payer by payer — against local competitors. The output: a clear map of exactly where the clinic was being paid below market median, and therefore where it had concrete leverage to renegotiate contracts. This is the kind of analysis large hospital systems run and independents almost never see.

On the demand side, PT profitability is driven by payer mix and patient segment, not raw visit volume. The most valuable patients sit in occupational- and injury-heavy segments — first responders and physically demanding trades — and competitors were reaching them with nothing more targeted than blanket awareness.

We delivered the rate benchmark as a negotiation-ready report, then — under Brick & Mortar — built the clinic's market-intelligence report and translated it into targeted direct-mail creative for its highest-value segments, including a first-responder / firefighter mailer built around the physical demands of the job.

For a single $99 report, we turned the shop's numbers into specific, dollar-sized findings:

• No standard serving weights across products — inconsistent portions that we estimated were costing roughly $3,000 in waste in May alone.
• A roughly $4,000 opportunity in extending hours through the summer peak — its single highest-demand window of the year.
• A clear read on where money was being made, where it was leaking, and where it was — and wasn't — being put toward growth.

We delivered one prioritized action report — the fixes ordered by dollar impact, with the financial picture a relatively new business owner needed to decide where to put money next.

We worked directly from the studio's financials to assess its unit economics and the underlying health of the deal — separating what the business actually earned from how it was being presented, and framing the questions the buyer needed answered before committing.

We turned a full financial review around on a compressed timeline, so the buyer arrived at the lender meeting with an outside, numbers-based assessment of the business rather than the seller's narrative.

Working hands-on with a practitioner cut straight to what actually creates value for a broker:

• Speak the investor's language — lead with NOI and cap rates, not generic "annual revenue."
• Generic property summaries are "common knowledge all brokers know." The edge is surfacing hard-to-get information instantly — county parcel/tax records and recent market comps.
• The real relationship currency isn't the property — it's the owner. What else do they own, and what's their portfolio?

We iterated live across several passes in a matter of days — reframing the analysis around NOI, pulling Sedgwick County tax and parcel records, and pivoting the product from a property "Buyer Brief" into an owner-focused "Owner Dossier" that profiles a holder and their portfolio — exactly the intelligence a broker uses to start a relationship.

The bottleneck wasn't demand — it was the owner's time. The highest-leverage move wasn't another report; it was putting modern AI tooling directly in the owner's hands and showing them how to turn the work they already do by hand into something fast and repeatable.

We set the owner up on AI tooling and coached them on applying it to the business day to day — from marketing collateral to pricing to the operational busywork that had been eating their nights.