--- title: Strategy & Attribution Call — 2026-04-05 type: article created: '2026-04-05' updated: '2026-04-05' source_docs: - raw/2025-11-03-call-w-kurosh-adava-care-98709619.md tags: - adava-care - attribution - callrail - gohighlevel - monday-com - seo - paid-search - landing-pages - milwaukee - assisted-living - census - lead-funnel - crm layer: 2 client_source: Adava Care industry_context: healthcare transferable: false --- # Strategy & Attribution Call — 2026-04-05 ## Overview Intro call between **Mark Hope** (Asymmetric, lead strategist) and **Kurosh Dejgosha** (Adava Care, owner). Kurosh's primary concern was the loss of strategic direction after Egan stepped back from day-to-day involvement. The conversation surfaced two concrete problems — broken attribution across the lead funnel and underperforming Milwaukee-area facilities — and established Mark as the direct strategic contact going forward. **Attendees:** - Kurosh Dejgosha — kurosh@adavacare.com (client) - Mark Hope — mark.hope@asymmetric.pro (Asymmetric) **Recording:** https://fathom.video/share/QDtrv25cViqwyWAhgBDFkeugbkKxEsWx --- ## Key Decisions - **Mark Hope is the lead strategist** on the account going forward. Kurosh can contact him directly for strategic questions rather than waiting on account manager calls. - **Attribution is the immediate priority** — before adjusting ad spend, the team needs to close the tracking gaps in the lead funnel. - **Milwaukee landing pages are the primary lever** for improving census at Glendale, St. Francis, and Oak Creek. The ads are generating traffic; the conversion drop-off points to landing page issues. - **SEO strategy is working and will continue** — blog content is intentionally SEO-focused (keyword density, internal links, FAQs for AI search), not written for readership. No strategic change needed there. - Kurosh is considering **exiting the private-pay market** at Milwaukee-area facilities, which he has not yet communicated internally. This may simplify targeting but does not require an immediate marketing pivot. --- ## Action Items - [ ] **Implement CallRail** for phone call attribution — assign unique tracking numbers per ad/source so inbound calls can be tied back to campaigns. (@Mark Hope) - [ ] **Build GoHighLevel → Monday.com source automation** — create a field/automation that passes lead source data from GHL into the Monday.com CRM record at handoff, closing the current tracking gap. (@Mark Hope) - [ ] **Audit landing pages for Glendale, St. Francis, and Oak Creek** — review value proposition, imagery, and conversion flow; benchmark against Irish Road (6% conversion rate vs. Glendale's 1.5%). (@Mark Hope) - [ ] **Add negative keywords** (e.g., "careers," "jobs," "openings") to filter non-lead traffic from paid campaigns; also ensure landing pages carry no career-related links or navigation. (@Mark Hope) - [ ] **Brief Melissa and the internal team** on this call — align on Milwaukee focus, attribution priorities, and new support structure for Kurosh. (@Mark Hope) - [ ] **Kurosh to contact Mark directly** for strategic questions going forward. --- ## Discussion Notes ### Attribution Gap The current funnel has two untracked segments: 1. **Phone calls** — the majority of conversions from ads are call clicks, not form fills. Kurosh noted that listening to GHL call recordings revealed most calls are non-leads (job seekers, people looking for residents, etc.). There is currently no way to know which calls came from which ad or keyword. 2. **CRM handoff** — when a lead is moved from GoHighLevel into Monday.com, source data is lost. Kurosh's team only logs a lead in Monday once it has been qualified, meaning the marketing source is already disconnected. The result: ad spend decisions are being made without knowing which campaigns produce actual residents. Kurosh explicitly said he has no basis for answering Melissa's bi-weekly "how would you like to adjust the budget?" question. **Proposed fix:** CallRail for call tracking + a GHL→Monday automation to carry source fields through the handoff. Once in place, build a performance dashboard and attribution model for Kurosh. > *"We need to take a look at all the steps from the ad impression to the deal and make sure we're not losing anything along that path."* — Mark Hope ### Milwaukee Facility Performance Three Milwaukee-area facilities (Glendale, St. Francis, Oak Creek) are the focus. Census has moved from ~70% to ~75% over roughly one year — insufficient progress. The other markets (Fox Valley, Waukesha) are performing well and near capacity. Ad data shown during the call: | Facility | Impressions | Interaction Rate | Conversion Rate | |---|---|---|---| | Glendale | 3,636 | ~5% | 1.5% | | Irish Road | — | — | 6% | Glendale's interaction rate is healthy, meaning the ads are reaching and engaging the right audience. The drop-off at conversion strongly implicates the landing page, not the ad creative or targeting. Mark's diagnosis: the landing page is not communicating a compelling enough value proposition to move a visitor to contact. Three private-pay Milwaukee facilities exist but are not being advertised (Kurosh noted they are "not very nice"). Leads from the advertised facilities could potentially be redirected there if appropriate. ### SEO Results SEO is performing well. Mark walked through current metrics: - **Domain Authority:** increased from <10 to 51 (measured ~1 month prior) - **Total organic keywords:** 60 → 94 (year over year) - **Keywords in Google top 10:** 25 → 35 Blog content is structured for SEO, not readership: keyword-rich headings and body copy, internal links, H2 structure, and FAQs designed to capture AI-assisted search results (Google AI Overviews, ChatGPT). Kurosh had questioned blog quality; Mark clarified the purpose and Kurosh accepted the explanation. Notable ranking keywords include location-specific terms: "St. Francis Assisted Living," "Oak Creek Assisted Living," "Matthews of Pewaukee." Next goal is ranking for broader generic terms (e.g., "assisted living Milwaukee," "memory care"). ### Relationship / Account Structure Kurosh hired Adava Care's marketing based on his relationship with Egan, who had been the visible strategic voice in calls. With Egan stepping back, Kurosh was uncertain who was driving strategy and had been waiting for Egan to return before acting on open questions (particularly around ad spend). Mark clarified the actual team structure: account manager (Melissa) handles day-to-day; Mark is chief strategist across accounts; specialists handle performance marketing (Gilbert), conversion tracking, CRO, design, and copy. Egan's involvement had been occasional and somewhat disruptive given his limited day-to-day context. Mark offered to join calls, provide a shared dashboard, and be reachable directly — Kurosh responded positively. --- ## Context & Background - See [[wiki/clients/current/adava-care/_index]] for full client profile - Adava Care operates assisted living and memory care facilities across Wisconsin (Milwaukee area, Fox Valley, Waukesha) - Kurosh's stated long-term goal: franchise-style model — stabilize current facilities, then acquire and plug in new locations - Competitor flagged by Mark: **Sienna Crest** (possible acquisition target; owner may be interested in selling) - Reference client for census results: **Scowlin** (Madison) — went from ~60 open beds across three locations to a two-year wait list