I lead growth in behavioral health.
My experience runs from field business development to national BD leadership and CMO responsibility for a 600-plus bed treatment portfolio. I connect referral development, marketing and admissions. I build the systems that help those teams make better decisions.
From the field to the numbers. And back.
I connect what happens in the field to what shows up in the numbers. That understanding shapes where I put people, budget and technology, and how I judge whether the changes are working.
Field BD → National leadership · 60-plus organization
Referral development
I selected BD leaders, set market coverage and deployed incentive compensation. Weekly director check-ins and facility planning connected the plan to the work.
Portfolio CMO · 600-plus beds
Marketing and admissions
I simplified pre-screens, used call-volume reports to guide staffing and held vendors accountable through recurring KPI and call-quality reviews.
Agency co-founder / CMO · Deployed systems
Systems and applied AI
I deployed Claude into a multi-state treatment operator under HIPAA, built the agents that run my own agency, and designed an admissions attribution layer. The work below shows the workflow, validation and limits of each.
Selected work
- 01 / Applied AIAgentic AI deployed into regulated healthcareClaude scoring admissions calls for a multi-state treatment operator under HIPAA and a BAA, validated against admission outcomes, plus the agents that run my own company and what broke along the way.
- 02 / Provider growth leadershipFrom coverage to accountabilityHow I connected BD leader selection, market coverage, admissions workflows and vendor reviews across provider leadership and consulting work.
- 03 / Admissions attributionConnecting acquisition to admissions decisionsA deployed system joining CRM and call records, separating linkage from source identification, and informing bidding with expected admission values.
- 04 / Search and AI diagnosticBuilding a repeatable diagnostic workflowI built my growth agency’s website and its search and AI diagnostic tools from scratch. Explore the live work, synthetic sample reports and validation process.
- 05 / Revenue LabDeciding where growth investment belongsAn interactive, constructed model connecting demand, admissions capacity and expected revenue across three facilities. Scenario outputs are not historical performance.
Growth has to survive the transition.
The pro forma assumes demand arrives. The asset schedule needs to explain how. My acquisition and integration work looks at the accounts, relationships and operating knowledge that have to survive close.
Growth continuity →A fictional worked example →
A channel report is a starting point. It does not settle where the next dollar belongs. Read the essay on what drives admissions.
How I lead
I start with the business result we need to deliver and work backward. I assess the gap between that result and the people, processes, data and systems in place, then turn it into a roadmap with clear ownership and measurable objectives.
Alignment means every leader understands how the plan works as a whole: what their team must deliver, what it needs from other departments, and what those departments need in return. Hitting a departmental number means little if the business still misses its target.
Then we execute through clear directives, visible progress, weekly accountability and problems addressed as they emerge. When performance falls short, I make the gap visible and change the work behind it. I don’t redefine success to make a miss disappear.
Contact
For leadership opportunities, introductions, or a conversation about the work, get in touch.
andrew@andrewbramlett.comLinkedIn →Printable executive brief →
