B-02Drawer B · Clinics and studios
A GoHighLevel build for a chiropractic clinic, shaped around the two moments that decide the year: whether the patient comes back for the report of findings, and whether they are still attending after visit four.
The pipeline was cut to the clinic's own sequence — enquiry, consultation, examination, report of findings, care plan — so the two known drop-off points appear as stages rather than as names on a list. Reminder cadence was pitched for high-frequency care, short and quiet and naming the practitioner and the time but not the condition, because a patient attending three times a week will mute anything that reads like marketing.
Why this build exists
Once it runs
Nine parts, one system
The same nine components ship in every build in the vault. What differs between them is everything below: when each part fires, what it says, and why that is the right behaviour for this trade rather than a neighbouring one.
It answers while the doctor is at the table and the phone would otherwise ring out. It takes what happened, when the pain started and whether the caller has been to a chiropractor before, then offers the new-patient consultation rather than a vague call back. It makes no claim about what care will achieve, which is the only sensible way for a machine to speak for a clinic.
It answers the questions people actually type at night about sciatica and a locked lower back: will the adjustment hurt, how many visits is this likely to take, is any of it covered. The answers are in the clinic's own wording and stop short of promising a result. It then offers the consultation while the reader is still on the page.
The site leads with the next available consultation, the location and what really happens on a first visit, because a visitor in pain wants to know how soon somebody can see them. The practitioner's credentials sit underneath for the reader who wants them. Complaint pages, from lower back pain to headaches to a car accident, each speak to one problem instead of listing services.
It works the missed-visit list inside active care plans, which is the follow-up that gets skipped first when the day runs long. The call is short: the visit was missed, here are two times this week. Anyone who wants to discuss their care is passed to the front desk rather than handled on the call.
The long contact is genuinely useful rather than promotional: lifting, desk set-up, sleeping position, what to do in the first day of a flare. It never refers to any individual's presentation. The purpose is that the clinic is the name remembered rather than the one searched for.
Confirmations are timed for a diary where a patient may attend three times in a week, so they stay short and stop being noise. The no-show recovery run targets around 70% of missed visits rescheduled inside the same week, which is what keeps a care plan intact rather than just replacing one appointment. Messages name the time and the practitioner and never the condition.
The ask is timed to a re-examination visit, when a patient can see the difference between where they started and where they are now, rather than to a routine adjustment. It goes out once the visit is closed. Patients go straight to the profile that matters locally without being handed a form first.
Any one patient is asked once in a year of care however many times they attend, which is the only workable cadence when the visit count is weekly. The run works towards a steady 5-10 reviews a month, spread across the weeks rather than gathered in one push. New reviews surface where the clinic can answer them.
Past patients are the clinic's best list, because someone whose back went once will have it go again. The run reaches patients whose plan finished a year or more ago with a plain message about a re-examination rather than an offer. It is paced so the clinic is not answering thirty calls on one Monday.
The handover
Thirteen things arrive with a chiropractic clinic build. Below, each one is set out three ways: the problem it exists to solve here, what changes once it is running, and the route by which it pays for itself. The arithmetic is illustrative and shows its own assumptions.
The problem
The phone rings mid-adjustment, and the person calling with acute low back pain is not going to leave a message and wait for a call back.
What changes
It answers while the doctor is at the table, takes what happened and when the pain started, and offers the new-patient consultation slot instead of dropping the caller into a general enquiry list.
How it pays back
A clinic that converts the acute call it used to miss gains a whole course of care rather than a single visit, which is what makes those missed calls so expensive.
The problem
People with sciatica research at night, and the questions never change: will the adjustment hurt, how many visits is this going to take, is any of it covered.
What changes
The chatbot answers the fear questions plainly in the clinic's own wording, then offers the consultation without promising an outcome it cannot promise.
How it pays back
Answering the will-it-hurt question at the moment it is asked is the difference between a booked consultation and a reader who goes on to look at three other clinics.
The problem
A chiropractic clinic has a journey no other business has: enquiry, consultation, examination, report of findings, and then a care plan counted in visits.
What changes
The pipeline names those stages, so a patient who attended the exam and never came back for the report of findings shows as a stalled stage rather than a name in a long list.
How it pays back
The report-of-findings gap is where clinics quietly lose the most patients, and a stage that surfaces it earns more than any new advertisement.
The problem
Care-plan adherence is the whole business, and it fails in a predictable place: visit four, when the pain has eased and the patient decides they are better.
What changes
A workflow watches for a missed visit inside an active plan and follows up that same week, talking about the phase of care rather than making an offer.
How it pays back
Holding a patient through the back half of a plan is worth more than any acquisition spend, because that care is already agreed and only has to be attended.
The problem
A clinic that sees a patient three times a week cannot use the reminder cadence of a once-a-year business, or the messages become noise and get muted.
What changes
Reminders are pitched for high-frequency care, short and quiet, naming the time and the practitioner and never the condition, and the no-show recovery run targets around 70% of missed visits rescheduled inside the same week.
How it pays back
A visit rescheduled in the same week keeps the care plan intact, which protects every remaining visit rather than just the one that was missed.
The problem
Patients arrive by complaint, not by service name: lower back pain, a car accident, headaches, a desk job that has finally caught up with them.
What changes
Each complaint gets its own page and its own follow-up, so a car-accident enquiry is handled differently from a wellness enquiry from the first message onward.
How it pays back
A page that names the complaint the patient typed converts better than a general clinic page, which lowers what each new patient costs to reach.
The problem
Most chiropractic sites lead with the doctor's qualifications, when the visitor in pain wants to know one thing: how soon can somebody see me.
What changes
The site leads with the next available consultation, the location and what actually happens on a first visit, and keeps the credentials there for the reader who wants them.
How it pays back
Converting more of the pain-related searches already happening in the town costs nothing extra per patient, because the traffic is already arriving.
The problem
A patient who completed a care plan two years ago will be back when their back goes again, and the clinic they think of first is the one that stayed in touch.
What changes
The nurture run keeps a slow, useful contact going about lifting, posture and desk set-up, so the clinic is remembered rather than searched for.
How it pays back
A returning patient needs none of the advertising it takes to reach a first-time enquiry, and usually books straight into a re-examination.
The problem
A patient attending twice a week could be asked for a review forty times a year, which is how a clinic makes itself tiresome to its most loyal people.
What changes
The ask is held to once in a year of care and timed to a re-examination rather than a routine adjustment, and it works towards a steady 5-10 reviews a month.
How it pays back
A steady trickle of dated reviews reads as a busy clinic; forty arriving in one week reads as a campaign, and patients can tell the difference.
The problem
Clinic demand moves with the calendar: the first snow shovel of the winter, the opening weeks of the golf season, and January's new gym members hurting themselves.
What changes
Seasonal automation sends the shovelling-and-lifting note before the snow and the swing note before the season opens, so the message lands before the injury rather than after it.
How it pays back
Turning a predictable seasonal injury into a booked consultation costs less than waiting for the patient to start searching for a clinic in week two of the pain.
The problem
The clinic name, each practitioner's name, the hours, the address and the intake link are repeated across every reminder and every page.
What changes
Custom values keep them in one place, so taking on an associate or changing Saturday hours updates everything the patient sees at once.
How it pays back
Nothing has to be re-edited when the clinic changes, and no patient arrives to a locked door on a Saturday morning.
The problem
A chiropractic record needs the plan type, the visit number, the re-examination date and the referral source, and none of those fit tidily in a general notes box.
What changes
Custom fields hold the administrative shape of the care plan and deliberately leave the clinical findings in the clinic's own records.
How it pays back
Knowing who is sitting at visit four of twelve lets the clinic act before the drop-off instead of noticing it a month afterwards.
The problem
A new patient fills in history, consent and pain-scale paperwork on arrival, which eats the front of the appointment and pushes the examination back.
What changes
The intake arrives completed the night before, so the practitioner reads it first and the first visit opens with the examination itself.
How it pays back
Ten minutes recovered per new patient adds up to a consultation slot a week without adding an hour to anybody's day.
Fit
Saying who should not buy something builds more trust than another benefit bullet, and it saves both of us a refund conversation we cannot have — the sale is final once the link goes out.
The arithmetic
Neither of these is a measured result from a customer. They are worked examples using stated inputs, so you can put your own numbers in and get a different answer.
Assume Assume one practitioner seeing about 120 visits a week, front-desk cover four days out of five, 15 new-patient enquiries a month, and reminders made by hand for anything booked more than a day ahead.
About 40 of those 120 visits are booked far enough ahead to be reminded by hand, at 2 minutes each, which is 80 minutes a week. 15 enquiries at 8 minutes of call-back and intake chasing is 2 hours a month, roughly 30 minutes a week. Reading and typing in new-patient paperwork at 6 minutes across 8 starts a month adds another 12 minutes a week. Chasing missed visits inside active plans, where the real manual effort sits, runs to about 2 hours a week.
Around 4 hours a week back, and most of it is the missed-visit follow-up that gets abandoned altogether whenever the clinic is busy.
If the receptionist catches those two calls and the clinic's existing conversion rate of about 40% holds, that is a little under one extra care plan a month. At $1,800 a plan, call it $1,440 a month of care that was previously lost to a ringing phone.
Roughly $1,440 a month on these assumptions, which returns the price of the build inside the first month. It is an illustration and not a measured outcome; substitute the clinic's own plan value and conversion rate before deciding.
Illustrative scenarios. Change any assumption and the answer changes; we have no way of knowing your close rate, and neither does anyone quoting you a fixed return.
Two things leave here when an order is placed.
A 24-business-hour release window applies to every order. Business hours are 9am to 5pm Central, Monday to Friday. Nothing is released at a weekend.
Installation is optional and costs $225. It buys 8 hours of installation work, to be used within 11 days of purchase. Once those hours are used, or the window closes, further work is quoted.
Covered
Never covered, on any package
Quoted separately, or handled by a virtual assistant.
Ask a question or see it first — before ordering, not after.
Before you payAll sales are final. The moment the order exists and the share link leaves us, the snapshot is in your hands and cannot be returned — so the order is non-refundable from that point. You will see this on the product page, in the cart and on the checkout, before you pay, not after.
Asked by chiropractic clinics
No. They name the time and the practitioner and leave it there, so a message seen on a lock screen at work says nothing about anybody's back. That is a decision about wording and discretion rather than a compliance claim, and you should still check it against whatever your jurisdiction and your association expect of patient communication.
The cadence is built around visit frequency rather than around a calendar. Confirmations stay short and drop away for the regular attender who has never missed a visit, the review ask is limited to once in a year of care, and the nurture contact runs at a slow interval that does not overlap with the reminders they are already receiving.
Yes, and the notes should stay where they are. This handles the phone, the enquiries, the intake forms, the reminders and the follow-up on missed visits; the clinical record and the examination findings belong in the software you already use for them. The fields configured here are administrative — plan type, visit number, re-examination date, referral source — for exactly that reason.
It calls once on a missed visit inside an active plan and offers two times that week, then stops and hands the patient to the front desk. Repeated chasing is not configured, because a patient who has decided to stop coming will be lost faster by a machine that keeps ringing than by one that asks once and leaves the door open.
The value moves, but it does not disappear. A referral-led clinic gets less out of the enquiry-side work and more out of adherence and reactivation: the report-of-findings stage, the missed-visit follow-up, and the run that reaches patients whose plan finished a year ago. If you would not use those either, this is not the right purchase.
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B-02
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