Commercial alignment only works when measurement and operations are ready.
A performance-aligned structure for a limited number of organizations where tracking, operational readiness and governance are strong enough to support shared commercial alignment.
A shared-incentive structure, not a promise of outcomes.
The Growth Partnership is a selective engagement structure where MDS may reduce part of the fixed commercial scope and align a portion of compensation to agreed performance definitions. Eligibility depends on measurement quality, capacity, operational discipline and documented governance.
What the model can do
Align part of the commercial structure around written measurement rules when both teams have enough visibility into the patient-acquisition and booking journey.
What it does not do
Five foundations must be credible before performance alignment makes sense.
If the operating system cannot verify capacity, response quality and booked outcomes, the commercial model creates disputes instead of alignment.
Partnership starts with operating readiness, not a commercial pitch.
Mark the conditions that are already true. This does not approve eligibility; it shows why the model needs stronger foundations than a normal scope.
The model is likely premature today. Build the operating and measurement baseline first, usually through Standard.
Request a readiness reviewSix stages turn commercial alignment into a governed operating process.
The critical step is not activation. It is agreeing what will be measured, how it will be verified and who owns each operational dependency.
Assess capacity, operations, data feasibility and commercial fit.
Define KPIs, attribution rules, exclusions and reporting sources.
Document scope, responsibilities, commercial mechanics and governance.
Deploy the Growth System and required modules under the agreed roadmap.
Review data quality, outcome definitions and operational signals on cadence.
Apply the agreed commercial logic only to verified definitions and data.
Both sides need to see the same funnel, definitions and constraints.
Performance-aligned models become unstable when marketing, reception, scheduling and reporting use different definitions. The partnership operating view connects these layers before commercial reconciliation is ever discussed.
Words like lead, booking and visit must have written meanings.
Definitions are agreed before launch and can be different between engagements. The important part is that the same rules are used consistently.
An inquiry that meets the agreed eligibility criteria for the specific service or campaign.
A confirmed appointment verified through the agreed booking, CRM or call workflow.
An attended visit when this definition is explicitly included in the agreement.
Cancellations, duplicates, no-shows, refunds or other exclusions defined before launch.
The model needs more governance than a normal retainer, not less.
Commercial alignment only works when responsibilities, data access, approvals and reconciliation stay explicit.
The commercial questions that should be resolved before application.
That does not block working with MDS.
The Standard Model is designed to build the tracking, operational and system foundations that Partnership later depends on.
Explore Standard ModelFinal scope, third-party costs, platform spend, asset rights, timelines and any performance-aligned mechanics belong in the written proposal or agreement. Nothing on these pages is a guarantee or a substitute for the signed commercial terms.