Acosta Strategic is built around seven areas of the business. They are narrow on purpose. Each one directly moves margin, durability, or what the business is worth when capital shows up, and each one is where value quietly leaks when it goes unmanaged.
Compensation structure, productivity logic, operating leverage, and the financial realities that shape provider performance and organizational margin.
Compensation plans that look rational on paper often behave badly in practice. This work reads pay, productivity, support ratios, and contribution together, so you can see what each provider relationship actually earns the business, and fix the ones that quietly do not.
Location by location analysis of volume, revenue quality, staffing efficiency, and operating drag to identify where value is created, lost, or hidden.
Consolidated numbers hide sites. A healthy roll-up can carry two strong locations funding the drag of a third for years. Site by site, the analysis shows which locations create value, which consume it, and what to do about each.
The management cadence, accountability structure, infrastructure, and decision-making discipline required to scale without chaos.
Growth exposes whatever the operating model was hiding. This work installs the cadence, the accountability, and the decision rights that let a group add sites and providers without every new location making the whole business harder to run.
Operating and financial preparation for groups that want to become more attractive, defensible, and strategically stronger before capital enters the picture.
Buyers do not price the story. They price revenue quality, provider durability, reporting credibility, and the cost structure underneath the growth. This work addresses those realities early, while there is still time for them to change the outcome rather than discount it.
The internal structure required to support growth, improve leadership clarity, and reduce the friction that makes scale more expensive than it should be.
Reporting that leadership trusts, roles that match the size the business has become, and systems that carry weight instead of adding it. Infrastructure is rarely urgent until it is the reason growth stalls.
The economics of cash-pay aesthetics, med spa, cosmetic, and device-driven service lines, where margin, pricing, and provider incentives work differently and increasingly decide enterprise value.
These lines run on different mechanics: pricing power, consumer demand, provider incentives, and device economics rather than fee schedules. Run well, they are the margin engine of a modern dermatology business. Run loosely, they absorb capital and flatter the top line. The difference is measurable, and it matters more every year.
De novo buildouts, relocations, and renovations for dermatology clinics and med spas, where patient flow, treatment room throughput, and the room a patient walks into decide both margin and brand.
Physical workflow is a business metric: steps per visit, rooms per provider, minutes lost every day to a floor plan nobody questioned. And in an aesthetics business, the space is part of the product. Nobody should sell a premium face under a stained ceiling tile, and patients read the room before anyone says a word. Katie has led clinic relocations and renovations carrying seven figure budgets and planned clinical services for a new-build hospital in the GCC. These engagements happen on site: she travels for openings and renovations that need to be right the first time, wherever they are.
The firm does one thing: advise on the operating and financial decisions that make dermatology and aesthetics businesses more valuable. Narrow focus is what makes the judgment sharp. Katie's operating history runs more than two decades and well beyond dermatology, and leaders in other specialties do ask for the same rigor. Those requests are considered selectively. The method travels; the focus does not.
Make the business more profitable, scalable, and strategically stronger before growth stalls or a future transaction discounts the asset.
Pressure-test dermatology and aesthetics assets, identify operating risk, and accelerate value creation with specialist operating judgment.
Most engagements begin with the Performance and Value Assessment. Every engagement begins with a private conversation about your business and what prompted the outreach.