--0000000000005bff84063dea1082 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable So how is this? Sorry for asking for hand holding but really disliked the email I sent last week and am hoping to make up for it this week. Dear Chris, Team Chicago continues to work to grow our business. Some of the ongoing process we follow to keep us moving towards sustained growth: GM/ASM and CSMs are now meeting for 30 minutes every morning to discuss the pipeline, assessments scheduled and assessments completed but not started. - Discuss any situations in which HCL or GM may be able to assist to move forward. - Reach out to referral sources, when available, for any stalled opportunities. - Discuss any closed/ lost from the previous day and how we can adjust to closed/won for the next opportunity with similar attributes. Weekly team meeting in which we discuss each client, share any condition changes and make a plan on how to approach the client when appropriate to increase hours. - This helps us to strategically schedule the following week's client visits and calls to POCs. - We also obtain information on clients in facilities and GM/CSM or HCL will send a weekly status email to the nurse or social worker. GM will be reaching out to welcome all new clients in their first week of service. This is followed by a handwritten message in week two., i.e.reiterate from the phone call thank you for allowing us to partner with you and include my business card so that client can easily reach me if you need anything. If, client was a Tier 3 the written message is thank you for allowing us to partner during your convalescence and I include my business card as an easy reference for future care. Chicago Office Metrics: We lost more revenue than we added. (Some numbers were obtained from Welsky= ) - Revenue down- $917 WoW - Billable Hours down 9 - Five Assessments and one consultation with assessment scheduled mid-September - Socs - Four; 3 New clients and 1 Returning - Billable hours added 168 - Revenue Added: $5674 - Client stops - Three; 2 due to death and 1 intended short term client - Revenue lost $7419 - Lost 84 hours which equates to a loss of $4200 in weekly revenue due to client reducing hours.. Client had temporarily added 24/7 care due t= o injury. She has reduced hours back to the original 70 hours a week. - Lost no hours but did lose $632 in weekly revenue due to adjustment for CareScout partnershift.. Client's rate was reduced from $41.50 to $37.50. We ended August with:( some numbers were obtained from Wellsky) - Revenue: $1,186,703 - Billable Hours - 29,959 - Client Count - 125 - Caregiver Count - 218 - Leads - 148 - Assessments - 28 - Starts - 18 - Client Retention - 53.3% This Week, 9/1 to 9/7/2025 - Projected Revenue - $274, 000 Increase is partially attributed to Labor Day Holiday. - Projected Billable Hours =3D 5948 down 330 WoW - Lost 124 hours and $7943 to holiday cancellations - 3 Assessments - 1 SOC Respectfully, Dia