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This is where health care leadership comes together.

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Becker's sixteenth annual meeting brings more than 3,500

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hospital and health system executives and nearly 800

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speakers to Chicago,

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April

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the sixteenth. This year's event includes keynote conversations

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with Dallas Cowboys legend Troy Aikman and former

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president George w Bush. For the agenda and

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event details, visit beckershospitalreview.com

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and click on the events tab in the

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upper right. We're looking forward to hosting you

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in Chicago.

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This is Scott Becker with the Becker's Healthcare

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Podcast,

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but we're thrilled today to be joined by

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a brilliant marketer, a brilliant thinker. We're joined

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today by Seth Turnoff,

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and Seth's gonna talk to us today about

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what trends he's watching, what's working, what's not

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working in marketing, and a lot more. Seth,

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we're so thrilled to have you on today.

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Yes. Scott, thank you so much. Longtime listener,

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first time guest. Big day for me.

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Well well, we're thrilled to have you on.

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Talk about

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talk about your your your career

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and and really what you do currently.

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Sure. Sure.

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I got started in health care in the

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wonderful,

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exciting, and dynamic, sexy world of medical billing.

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Yeah. It's not sexy. It's not dynamic. It's,

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it's miserable, but I learned really quickly the

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game that goes on. And while I was

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doing that job, I, I was on hold

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a lot. See, I was on on a

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denials management team, so it was my job

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to to fight with,

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the processors

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slash payers,

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trying to get claims paid and corrected for

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our clients. And so I did a lot

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of daydreaming

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at this job, and I tried to figure

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out a way to move the revenue needle

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for our physician, our MSO, our private practice

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clients,

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that didn't have anything to do with billing.

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And so I I ended up doing a

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real deep dive into marketing and what was

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available

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at the retail level

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in in health care, you know, for private

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practices.

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And

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I saw a huge gap in the market

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and that, you know, you have an industry

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that is

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highly regulated, and marketing was never really

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part of the health care delivery system. Right?

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It just

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if you were

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a clinician,

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you know, if you were a physician, a

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specialist,

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you you would go to school,

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and you would get your credentials once you

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finished, and then you would practice your craft

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and and practice medicine. And marketing really never

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played a role in that until, you know,

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the last ten, fifteen years, everything started to

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change.

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And now you take the most highly regulated

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industry

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possibly in the world,

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next to finance,

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and

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you

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you try to bolt on these marketing components

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to it

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in a compliant way. And so

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so I saw the need that practices had

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in

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awareness,

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in increasing volume,

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and it's really difficult to do this. You

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know, marketing works very well. That's why companies

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it it's a billion multibillion dollar industry.

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But in health care, it it's sort of

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a different animal, and it takes someone who

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understands the, the health care ecosystem,

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to to be able to do it effectively.

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So what we did is my my partner

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and I, we,

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we we leverage consumer data to identify most

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qualified and most highly likely consumers

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for specific services

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or procedures.

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And

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due to our data, our compliant consumer data,

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we're able to put ads directly in front

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of a very specific audience at scale and

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on repeat, which has proven,

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incredibly valuable

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for, for our private practice clients.

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Thank you so much. Take a second, Seth,

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on this. You mentioned you started your career

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I'm gonna ask you two follow-up questions to

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what you just said. You you mentioned you

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you started your career in denials management.

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That's gonna be one question how that has

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not changed over the last twenty, thirty years.

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Maybe it's going more electronic, more AI driven,

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but it still is the battle of all

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battles between payers and providers.

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And second, are there specific areas,

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specific specialties, specific types of patients or procedures

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that you are most focused on and work

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with people the most on. So those two

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questions.

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Sure. Whether it's really been changes to dials

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management or that's still the same fight, it's

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amazing that we're still talking about it twenty

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years later, whatever month and time later. And

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second, what specialties and areas, Seth, do you

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guys do a lot of work in? Sure.

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Great follow ups. So denials management, it's

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it it is not

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surprising that it hasn't changed. They're not payers.

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We call them payers, but this is not

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really the case. They're processors, And it's kind

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of in their business model to not pay.

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So the fact that, you know, and now

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when you have, you know, so many physicians

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working

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for payers, the

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it it feels like the the snowball has

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grown

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to a size that it's it's

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unruly now and and uncontrollable.

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So, you know, and

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I'm not here to to just point

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or identify

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problems in the industry. You know, we can't

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solve them all, but it's really hard to

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exist and not recognize the fact that you

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have a system

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that has taken,

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providers and and pro the the term itself

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provider,

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it's an insurance based term. These are physicians.

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These are doctors,

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and we're making them administrators. When when an

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administrative burden in insurance protocol

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takes up

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seventy,

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eighty percent of a clinician's day,

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it's a little bit out of formula. And

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that's just my opinion. Right? I'm a clinical

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tourist. I sit better in the in the

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business office than I do,

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in in a in in a clinic, but,

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these these issues that exist are really hard

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to ignore. And, you know, ask anybody and,

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you know, yourself,

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they are they are quite prevalent, and I

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don't know that they're gonna go away anytime

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soon. You know, you mentioned

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AI in denials management.

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Sure. We have tools now that that make

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it a little more streamlined,

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but it's not changing the process. It's not

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changing the fact that, you know, little things

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will cause a delay in in in physician

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reimbursement.

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And, you know, it might be a couple

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bucks here, maybe a $100 there, couple cents

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over there, but it definitely adds up.

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So, in terms of specialty focus for our

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program

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and our program works great where you have

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higher reimbursement

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procedures,

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that do have

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that carry patient or consumer choice.

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You know, when you're talking about marketing and

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spending money

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to acquire patients or or create visibility and

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awareness, you probably want to spend that money

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where it's most valuably able to return to

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you. Right? So,

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orthopedics has been great for us. That's where

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we started, and we are heavily

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leveraged into orthopedics,

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all subspecialties,

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as well as, cardiac care and vascular.

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We the program does work very well with,

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dermatology,

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both clinical

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and,

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aesthetic

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as well as, as plastic surgery as well

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and, you know, gastro and and a lot

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of other big specialties, ENT,

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where,

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where patient choice

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is at play. Now for a lot of

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these specialties,

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you know, you talk to any,

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talk to any ENT in a major market,

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and they're like, I don't need more patients.

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Right? They have a back clog. So, certainly,

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volume is

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is critical for certain groups,

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but they have to have the bandwidth to,

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to accept and release that. So well taken.

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It's bigger groups with bigger procedures that that

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that every procedure is worth a decent amount

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of money so that they really wanna have

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it. Right? I mean

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Of of course. But when you layer in,

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operational

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efficiencies

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that

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they're able to look. Just volume on the

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front end is only gonna get you halfway

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there. If if it's not appropriately tackled, you're

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it's gonna create more operational

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failures, and things will break internally,

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especially when it's, you know, patient facing,

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on the the admin side or even, you

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know, an access issue where, you know, cases

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need to be rescheduled because of, you know,

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just,

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bandwidth issues. So, certainly, it's it's a a

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balancing act, and it's hard to have one

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without the other. You don't wanna create access

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without,

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the volume, and you don't wanna create volume

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without access. So it's definitely, there there's some

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nuance there.

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No. And you're you're really right on. Because

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there's a sole added. You never wanna get

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your sales and marketing too far ahead of

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your delivery, because then you don't deliver well,

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and that's no good either. So they they

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really have to be in sync, don't they?

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100%.

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So take a second on this year, 2026.

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What are you most focused on and excited

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about?

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Yeah. I love this question.

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So the past

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eight to twelve months, we've been seeing a

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pattern that groups are

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jumping right into an investment,

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jumping right into new service lines, jumping right

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into a new location

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with limited to no

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intelligence,

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meaning

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limited

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data

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that validates and backs up and creates a

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road map for this investment. So, you know,

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we we've had groups that come to us

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and and think they want, you know, patient

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acquisition, think they want,

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you know, more volume for a specific service

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line. And when we do our due diligence,

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it turns out that you look. If you're

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making this investment, I hear what you're saying.

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But in order to handle this, you need

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to fix this first. So we've seen groups

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kind of move forward in this, you know,

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they want this thing or they think this

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is the move

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without the data to back it up. So

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what we've done is we created,

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a a program called the practice market fit.

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And, you know, any startup,

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will not spend a dollar until they establish

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product market fit, making sure that the dollars

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are being spent in the right way. This

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is the same thing, but for for medical

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practices. And it's a it's a a cross

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section of their market and geographic analysis. They're

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a competitive assessment, including, like, their top competitors

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and where they could win against them. A

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digital visibility

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scoring,

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patient access analysis, meaning, like, their digital front

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door. How

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are there friction points for patients being able

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to to gain access to you? Your AI

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search readiness, how you are positioned to show

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up where most many consumers

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are having conversations digitally now, as well as

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highlighting strategic opportunities

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based on all of this data. Right? Prioritized

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actionable

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growth opportunities that are tailored to a practice's

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unique position.

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So moving more from just a a delivery

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mechanism

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for for our program

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to more of a diagnostic

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analysis and business intelligence position at a

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a a tremendously accessible price. I was I

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was actually called stupid

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the other day when someone heard that we've

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priced this report at $497

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for for the initial report.

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And it's, you know, 15 to 20 pages

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depending on the practice in the market. And

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they they playfully called me dumb that that

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I that this was priced too low, but

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that's the point.

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Private practices need an edge. They need something

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so that they can stand on their two

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feet and compete against these larger systems, these

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giant, you know, corporate behemoths that have really

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big marketing budgets, and it's getting harder and

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harder for the, for the smaller groups to

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actually compete with that. So this was in

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response to that. This was this was a

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mechanism that's accessible that can help them make

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better decisions because the last thing we need

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are small health care organizations

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making very expensive

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mistakes.

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100%. Let let me ask you one final

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question, Seth. Take a moment on what advice

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do you give to emerging leaders or people

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trying to be great on the marketing side?

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What what advice do you give people?

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I would

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I would focus on the fact that there

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is no hack.

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There is no silver bullet. There is no

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quick fix.

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It's just a combination

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of good thoughtful

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work and empathy when you're dealing with consumer

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audiences and and a patient base. You have

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to see it through their lens, and you

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have to deliver what they're looking for. Yes.

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There's compliance.

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Yes. There's operational pitfalls and and and clinical

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nuances,

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but it comes down to

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what the patient and consumer is looking for.

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What I would say is stay focused on

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your goals. Don't get distracted

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by noise or

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flashy things. Yep. I know everybody's heard of

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AI. We might all be sick of hearing

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about it, but we need to get used

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to it because it's here and, you know,

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it's going to evolve deeper and and more

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impactful than than we had thought. But it's

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not a distraction. I think it's more like

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a get on the bus.

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So my best advice is to stay focused,

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stay grounded,

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and always

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consider what the patient truly wants.

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But but, Seth, I love what you just

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said because at the end of the day,

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people are looking for a magic bullet.

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In my experience, there's almost never is one.

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There might be levers that you could pull,

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but almost always those levers and whatever you're

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doing have to be worked correctly, thoughtfully, and

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intelligently

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and with with with with rigor to to

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make them make a difference. And then you

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gotta be able to deliver the services. You

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just can't turn on the marketing spigot without

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being able to deliver great services because you

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need both great commercialization

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and great services. Right? Well, the best marketing

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can only occur

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if the experience delivers on what the marketing

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promises.

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I agree with that more. Seth, let's wrap

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up. Tell me where people could find you

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and learn more about what Seth Turnoff does

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and your and your team does? Yeah. Sure.

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You can go to, practicemarketfit.com.

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I hang out on LinkedIn. My name is

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Seth Turnoff. It's true. That is my real

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last name. Can tell more about that later.

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And I post regularly.

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Please engage with the content,

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and,

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yeah, if you wanted to text me, it's

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850

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Seth.

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Love that. Love that. 850

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Seth, thank you so much for joining us

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today on the Becker's Healthcare podcast. What a

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pleasure to visit with you. Thank you very,

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very much. Thank you, Scott. Always a pleasure.