--000000000000dc79b6063890dcae Content-Type: text/plain; charset="UTF-8" Hi All, Thank you all for your participation and the great conversation on Monday! Below is a summary of the main discussion points from the Chicago Deep Dive, and the link to the action items identified. A huge thank you to Brittany for helping capture the action items discussed! I know a lot of work went into cleaning up the goal details this week. Please reach out if you have any questions or need any support in the action documentation and goals. - *Conversion Rates and Lead Qualification:* The team reviewed a decline in overall lead-to-start-of-care conversion rates, particularly for tier one clients, and discusses the challenges of leads being qualified as opportunities but then closing out as unqualified, often due to financial reasons or competitive pricing. The team aims to improve data quality in Salesforce to accurately reflect unqualified leads earlier in the process. The team identified a potential action to investigate the source of financially unqualified leads (B2B vs. consumer) to refine the qualification process. - *Pre-Planning and Nurturing Leads:* The team observes a growing trend of pre-planning where assessments are done months before care starts, leading to a longer sales cycle. The discussion suggests these might be more akin to consultations or nurture leads rather than immediate assessments. The team's action is to focus on re-educating referral sources (concierge physicians, financial advisors) to encourage proactive, advance planning referrals rather than emergency responses, aiming to shorten the lead-to-close cycle for ideal client profiles. - *GCM Referrals and Incentives:* A significant drop in GCM business volume is noted, despite GCMs being a valuable referral source. The team discussed incentivizing CSMs (Client Service Managers) to refer clients to GCMs more frequently. The action is to implement a spiff for CSMs for GCM referrals, with a target of 3-5 referrals per CSM per week, and to create a clear process for these referrals, including providing GCM contact information to clients. - *Concierge Physicians as a Growth Channel:* The team identified concierge physicians as an emerging and highly qualified referral source, distinct from traditional hospital or senior living community referrals. These practices serve high-net-worth individuals and are seen as a way to mitigate challenges faced in senior living communities. The action is to identify and build relationships with concierge physician groups in the Chicagoland area to tap into this channel for high-quality client referrals. - *Geographic Focus and Client Density:* The team emphasizes the need to strategically focus on high-density, high-wealth areas in Chicago where affluent seniors and potential caregivers reside nearby. This contrasts with past strategies that may have spread efforts too widely. The action is to concentrate sales and marketing efforts on these specific high-de