Marketing for private hospitals and day surgery groups
Fill the theatre list and the rest of the numbers follow, so the growth case gets made to surgeons first.
Where the money moves.
Theatre time is the unit of revenue, and a surgeon with a list decides where to spend it. That decision runs on theatre access on the days they want, turnaround between cases, which anaesthetists will work with them, the scrub team, whether the equipment they trained on is in the room, and how long credentialing takes. A growth budget spent on patient advertising while a credentialing pack sits unanswered for six weeks has been spent in the wrong place. The facility case for surgeons is the first asset we build.
Patients still choose, at one specific moment. The surgeon offers a facility, the patient checks their fund, and then looks the hospital up. What they find has to answer the practical questions: is the hospital contracted to their fund, what is the likely out of pocket, where do they park, who admits them, what happens the night before. Section 133 of the National Law rules out testimonials about clinical care, so persuasion has to come from clarity and specificity instead of sentiment, which is a better brief anyway.
Elective demand is not flat across the year. Patients who have already met their excess and their out of pocket costs bring surgery forward into the last quarter of the calendar year, then January arrives with reset limits and new policies still inside waiting periods. Public waitlist pressure moves on its own cycle again. Booking campaigns, theatre allocation and surgeon communication all work better when they are built on that shape rather than on a flat monthly average.
Reporting is written against theatre utilisation, case mix and newly credentialed admitting specialists, because those are the numbers the board asks about. Campaign metrics sit underneath as working detail. If a quarter produced four new visiting medical officers credentialed and two new lists opened in orthopaedics, that is the report. Every account, profile and file sits in the hospital's name, so nothing is stranded if the arrangement ever changes.
What we run.
The facility case for surgeons
A prospectus rather than a brochure: theatre specification, equipment inventory, typical turnaround, anaesthetic and nursing depth, rooms availability, credentialing timeline with a named contact. Written so a surgeon weighing a move can make the decision from the document itself.
Credentialing to first list
The gap between an interested surgeon and a running list is where recruitment quietly dies. We build the sequence that carries them across it: application status updates, theatre orientation, introductions to the anaesthetic group, and a booked date.
Service line pages
One page per service line, useful to a referring specialist and a patient at once: what is performed, which surgeons admit, day case or overnight, fund arrangements, preparation detail. These carry the search demand for procedure and suburb together.
Pre-admission experience
Forms, fasting instructions, arrival times, wayfinding and the reminder sequence. It reads like operations rather than marketing, and it moves the cancellation rate, the review sentiment and whether the surgeon brings the next case back.
Theatre workforce recruitment
Scrub, scout and anaesthetic technician vacancies close theatres as effectively as an empty list does. The same campaign infrastructure recruits staff, built from the people already working there rather than stock language.
Questions we get asked.
You can be specific about facilities, credentials, procedures performed, fund arrangements and process. You cannot use testimonials about clinical care, create unreasonable expectations of benefit, or offer inducements to use the service. In practice the restriction improves the writing, because it forces detail where adjectives would otherwise sit.
Relationships open the conversation and evidence closes it. A surgeon weighing a move wants theatre access on named days, turnaround times, equipment and certainty on credentialing. Marketing produces that evidence in a form they can read late at night and forward to their practice manager. The introduction still comes from your people.
Yes, as separate programmes with separate measurement. The referrer programme is aimed at admitting specialists and the practices around them. The patient programme runs at the point of facility choice and fund checking. They share brand and infrastructure and share almost nothing else in message or channel.
The hospital, from the first day. Google and Meta accounts, the domain, the Business Profile for each site and every file produced sit in your name with your team holding administrative access. Our people work inside your accounts rather than the other way around.
Talk to us.
9 services under one team, run against the numbers your business already reports on.
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