Chief Strategy Officer, Doctor Marketing, MD™
Marty Stewart is the Chief Strategy Officer of Doctor Marketing, MD™, where he leads Demand Recovery™ strategy for multi-location healthcare and medical organizations.
His work focuses on a single problem: why existing patient demand is captured unevenly across locations within multi-location healthcare and medical organizations, and what infrastructure is required to correct it.
Background
Marty has spent his career inside the mechanics of how patients find, evaluate, and choose healthcare and medical providers. Over the course of that work, spanning plastic surgery, aesthetics, MedSpa, dental, medical group, and surgical center verticals, he identified a pattern that most multi-location organizations overlook.
Patient demand in nearly every market is sufficient. The problem is not awareness. The problem is structural. Demand leaks. It is intercepted by competitors, absorbed by third-party platforms, or lost entirely at the location level due to gaps in discovery surface area, conversion readiness, and authority signaling. The leakage compounds across locations, and the larger the organization, the wider the variance between what each facility should be capturing and what it actually captures.
That pattern became the foundation of the Demand Recovery framework.
How the Framework Developed
Early in his career, Marty worked directly with healthcare and medical organizations on patient acquisition. What he observed consistently was that organizations spending aggressively to generate demand were simultaneously losing demand they already had. Locations within the same organization, operating in comparable markets, would produce dramatically different patient volume with no clear clinical or operational explanation.
The conventional response was to spend more. Run broader campaigns. Add locations to existing initiatives. But the variance persisted because the root cause was never addressed. The issue was not insufficient demand in the market. It was insufficient infrastructure at the location level to capture the demand that already existed.
Marty began mapping these structural failures across organizations and verticals. The same three patterns appeared repeatedly: facilities that were functionally invisible in their own markets despite being part of large, well-known brands. Locations that surfaced in patient searches but lacked the conversion readiness to turn that visibility into a scheduled procedure, visit, or appointment. And credentialed providers whose clinical expertise was entirely absent from the places where patients were actually making decisions.
These three root causes, insufficient discovery surface area, inconsistent location-level conversion readiness, and weak authority signaling, became the diagnostic framework that Doctor Marketing, MD™ now applies to every multi-location engagement.
Scope of Experience
Marty has worked with healthcare and medical organizations across a range of scales and structures, from regional multi-site practices to organizations operating dozens of locations across multiple markets. His engagements have spanned hundreds of locations across multiple verticals and geographies. Over time, his focus has shifted from patient acquisition as a growth lever to demand recovery as a structural discipline, where performance is measured in same-location patient volume, per-location acquisition cost, and EBITDA impact rather than aggregate top-line growth.
He has worked across plastic surgery groups, aesthetics organizations, MedSpa networks, dental groups and DSOs, multi-site medical groups, surgical centers, and healthcare platforms backed by private equity. The verticals differ in care model and competitive dynamics, but the demand leakage patterns are remarkably consistent.
Point of View
Marty operates from a core conviction: multi-location healthcare and medical organizations do not have a demand generation problem. They have a demand recovery problem. The patients are already in the market. They are already searching. They are already deciding. The question is whether each location in the organization is structurally positioned to capture that demand, or whether it leaks to competitors by default.
His approach is diagnostic, not prescriptive. He does not lead with solutions. He leads with visibility. The Demand Recovery Blueprint exists to give C-suite leadership a decision-grade view of where demand is going before it reaches their facilities, what it costs them at the per-location level, and what recovery looks like in sequenced, operational terms.
The goal is not to sell execution. The goal is to surface a problem that most organizations cannot see clearly from the executive level, and to provide the infrastructure to correct it.
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