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
The current funnel has two untracked segments:
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
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 is performing well. Mark walked through current metrics:
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").
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.