Services
Three Ways to Work Together
Every engagement runs on the MAPS Framework. The difference is structure: how much time, for how long, and for what reason.
Fractional CMO
Senior, Accountable Marketing Leadership, Ongoing
Embedded marketing leadership on a part-time, month-to-month basis. Fully bespoke, scoped to your company's stage, complexity, and pace. Erika functions as a member of the leadership team, not an external advisor, and she is accountable for the executional success of the strategy.
Interim CMO
Deployed Leadership at a Critical Moment
Near-full-time to full-time engagement for up to 6 months, deployed during a leadership gap, a fundraise, a launch, or another major inflection point. Keeps momentum while you find your long-term answer, or discover you do not need one, or a lower-level solution will suffice.
Project-Based Engagements
A Defined Need, A Planned Endpoint
Scoped engagements for a specific, bounded need: advisory, a demand generation system, building a pipeline, a brand relaunch, acquisition integration, or leadership-capacity coverage when your existing team is at capacity.
Not Sure Which Fits
Start With a Conversation
The right structure depends on your actual situation.
The first conversation scopes what you need, not a one-size-fits-all default.
Case Studies
Proof, Not Promises
These results were built alongside client leadership teams, using the same MAPS methodology behind every Novastrat Growth engagement.
$9M to $150M in Under 3 Years: Building the Commercial Infrastructure Behind a National Healthcare Expansion
Industry: Healthcare services | Company Size: $9M | Ownership: Private Equity
Situation:
How can the company scale from 6 clinics in one state to become largest provider of services in category nationally?
- Six clinics. One state. Founder-led to PE sponsor with a national expansion thesis and a timeline of 3-5 years.
- Company was growing through both de novo openings and acquisitions, but the growth infrastructure was not keeping pace. There was no reliable model for identifying the best markets to enter. New provider ramp rates were slow. Scheduling was decentralized, which meant capacity was being wasted at the unit level.
- Multiple systems were not connected, leaving the leadership team without the real-time visibility needed to make fast decisions. The business needed a growth engine, not a bigger version of what it already had.
Results:
Automation of MarTec/Intake Stack; Improved Stakeholder Messaging; Improved Unit Economics and Optimization
Improved new provider ramp rates by 50% and overall provider utilization by 13%; Lowered CAC
Revenue Growth
Grew from 6 clinics to over 65 nationally and from $9M to approximately $150M in under 3 years – second exit
$9M Revenues to $50M, and an Exit: Breaking Into an Entrenched Market with Moats without Cutting Price
Industry: Medical Device | Company Size: 150+ | Ownership: Private Equity
Situation:
How can the company increase awareness and generate more business while shortening customer acquisition cycle time?
- The device produced better clinical outcomes with more efficiency than what was already in the market.
- The problem was a competitor deeply entrenched with health systems, buying cycles that ran 2 to 5 years, and a $9M revenue base burning through capital with a national sales force that needed better focus.
- The company needed market awareness, a credible clinical story, and a demand generation system that could compress the acquisition cycle without discounting its way to revenue.
Results:
Improved Market Awareness; Improved Salesforce Efficiency
Published health economics study; initiated PR program garnering major articles and awards and gained $30M in ad equivalency in media relations, creating awareness and third-party credibility that sales could not generate alone
Revenue Growth
100% growth in revenue. By Year 4, company exited PE group with estimates around $50M revenues representing full commercial build-out