Where We Are Forging, Together
Before roles, before numbers, before a single appointment, we agree on what we are building. This is the picture every decision is measured against.
Everything we do is to improve the status quo of healthcare. We treat the soil before we plant the seed. The face is the harvest; the terrain is the work. Our experience sits alongside Aman, La Mer, and Four Seasons, not alongside other med spas. That is the bar. When a choice is unclear, we choose the option a five-star patient would feel served by. Be Radiant. Be Well. Be You.
The 5-Star Standard is not a separate hat or a department. It is the bar inside every hat below: every email, every room turnover, every price quoted, every post. If the work would not earn a place on the desk of the CMO of a billion-dollar luxury brand, it goes back to the table. The answer is never to lower the bar; it is to do the work again.
The Roles We Each Switch Between
Running this practice means wearing six hats, sometimes many in a single hour. A great operator does not confuse them. The skill is knowing which hat you are wearing right now, and which hat a problem belongs to. The 5-Star Standard is woven through all six.
Each card shows who carries the hat day-to-day, the one question that hat is always asking, and what falls inside it.
- The felt journey: phone, arrival, room, departure
- Tone, warmth, the curated quiet of the space
- Anticipating needs before they are voiced
- Recovery when something goes wrong
- Terrain assessment & protocol design
- Treatment delivery & clinical safety
- Scope of practice & who does what
- Evidence standard: no claim without a source
- New-patient flow & where they hear about us
- Re-engaging past patients who drifted
- Grassroots, collaborations, local presence
- Social content & the consultative conversation
- Scheduling, room flow, turnover
- Supplies, vendors, RegenFX / MedPax
- Systems, SOPs, and the follow-up loop
- Nothing slips: every cancel is reconciled
- Revenue by tier & revenue per patient
- Director-generated revenue (own booked clients)
- Attach rate: RegenFX, MedPax, supplements
- Watching the numbers that signal health
- How we treat each other & communicate
- Transparency over secrecy on a small team
- Coaching, feedback, and growth
- Protecting the brand in every word we say
Where Every Task & Thought Belongs
When something lands (a question, a problem, an idea, a fire), the first move is not to act. It is to sort: which hat owns this, and whose desk is it on? Most things that reach Dr. Sorr today belong on someone else's desk. This table is the router.
| Hat / Bucket | What falls in here | Typical examples | Who decides |
|---|---|---|---|
| Patient Experience | Anything about how a patient feels: the phone manner, the wait, the room, the goodbye, the recovery from a misstep. | A patient felt rushed · the lobby music · a complaint to defuse | Front Desk / Team |
| Clinical | Diagnosis, protocol, dosing, safety, scope. Anything requiring medical judgment or touching the body. | Which protocol tier · an adverse reaction · a dosing question | Dr. Sorr / RN |
| Growth | Getting the right new patients in and past patients back. Outreach, collaborations, content, the consult conversation. | A collab with a local studio · a reactivation campaign · an Instagram post | Spa Director |
| Operations | The machine running smoothly: schedule, supplies, vendors, systems, and the follow-up loop that nothing escapes. | A double-booking · low on product · a cancel with no follow-up | Director / Admin |
| Finances | The money signals: revenue mix, margin, per-patient value, attach rate, and the Director's own generated revenue. | A package price · revenue down this week · an attach-rate dip | Director → Dr. Sorr |
| Culture | How we treat each other and protect the brand. Communication, feedback, transparency, the standard in our words. | A team tension · an off-brand email · a coaching moment | Team / Director |
Before bringing something to Dr. Sorr, ask: “Is this genuinely a Clinical decision, or have I sorted it into the wrong bucket?” Patient-experience, growth, operations, finance, and culture items are owned by the team. Bring them to the weekly meeting with a recommendation, not just a question. Clinical and true judgment calls come to Dr. Sorr. This single discipline is how we move from a bottleneck to a team that runs.
Sales, Marketing & Advertising Are Not the Same Thing
These three words get used interchangeably, and that confusion is what makes growth feel pushy. They are distinct disciplines. Understand the difference and you can grow aggressively while never once being salesy.
Marketing
- Reputation, reviews, word-of-mouth
- Grassroots presence & local collaborations
- Organic social content & education
- The brand & the story we tell
Sales
- The consultation & needs discovery
- Qualifying: is this a fit, honestly?
- Presenting the protocol, not a discount
- Helping them recognize they belong here
Advertising
- Paid social & search
- Sponsored placements & events
- Measured by cost per right patient
- The smallest of the three; earned beats paid
The Luxury Model, Not the Groupon Method
In luxury, you do not sell. You qualify and serve. The “sale” is simply the moment the right patient recognizes they belong here. Pressure is a discount-world tactic; it signals scarcity of demand. We signal the opposite: a calm, expert practice that is selective about fit. This is how growth stays on-brand, and how a bold, eager energy becomes a magnetic one.
- Lead with the consult; understand before recommending
- Qualify honestly: not every person is our patient
- Price with confidence; the value is the protocol & the terrain work
- Let the standard and the outcomes do the persuading
- Follow up because we care, not to chase a close
- Scarcity of attention, never scarcity-pressure tactics
- Discount to fill the calendar
- Push every walk-in toward any treatment
- Compete on price instead of outcome
- Countdown timers, hard closes, pressure
- Follow up only to “get the sale”
- Treat volume as the goal instead of fit
Your grassroots work, your collaborations, and your own social posts are all marketing: building who knows us. Your booked consultations are sales: the consultative conversation, never the pushy one. Channel the boldness into showing up everywhere and serving generously; let the qualifying-not-pressuring discipline carry the close. That is the luxury operator's edge.
What the Director Owns, and What Comes to Dr. Sorr
A practice runs on rhythm, not on heroics. Here is the weekly cadence that keeps the calendar full, the follow-up closed, and Dr. Sorr free to be the physician.
The Director Owns: Daily & Weekly
- Book and run her own client appointments (revenue she generates)
- Own the follow-up loop: every cancel reconciled, nothing dropped
- Drive grassroots, collaborations, and the social calendar
- Capture the KPIs and complete the weekly worksheet
- Sort incoming issues into buckets; resolve everything that isn't clinical
Comes to Dr. Sorr: Weekly Meeting
- The completed weekly worksheet PDF, sent ahead for review
- Clinical decisions and true judgment calls
- Notes by hat: what needs his input, with a recommendation attached
- Anything above her decision authority or budget threshold
- Wins worth celebrating as a team
The single most important weekly habit: no cancellation or reschedule may sit in limbo. Every one is logged in the worksheet with a status: rebooked, pending follow-up, or lost with a reason. By the weekly meeting, every name has a resolution. “Where is the follow-up?” stops being a question and becomes a number we report.
The Weekly Worksheet
This is where the model becomes the job. Fill it in each week, watch the dashboard update, then Save to PDF and email it to Dr. Sorr for review and cataloging. Your entries save in this browser automatically, so you can return and continue.
The Week's Numbers, Names & Notes
Enter what you know. Leave blanks where data isn't ready yet. Percentages and totals calculate automatically. When the week is complete, use Save to PDF at the bottom and send it to Dr. Sorr. This worksheet is built to evolve; tell Dr. Sorr what to add or change.
This Week at a Glance · Updates as You Type
Patient Flow
New in & conversionNew Patient Source
Where did they hear about us?Retention & Reactivation
Bringing past patients backRevenue & Mix
Enter dollars; totals calculateDirector-Generated Revenue
Your own booked clientsCancellation & Reschedule Reconciliation
No name sits in limboPull this week's flagged patients from GHL (filter the cancel-pending · cancel-rebooked · cancel-lost tags) and reconcile each here. By the weekly meeting, every name resolves to Rebooked, Pending follow-up, or Lost. This is the follow-up loop, made visible.
| Patient Name | Date | Reason | Status | Follow-up By |
|---|
Notes for Next Week's Meeting · By Hat
What needs Dr. Sorr's inputFor each hat, jot what should be addressed next week. Where you can, bring a recommendation, not just a question. That is how the team runs and Dr. Sorr stays unblocked.