For Office-Based Labs
OBLs are the fastest-growing setting in interventional medicine, and the only one designed for outpatient throughput across multiple specialties. The marketing challenge is unique: you need acquisition that respects your specialty mix, your scheduling reality, and the reimbursement environment that makes OBLs work. Generic medical marketing doesn't speak that language. We do.
The OBL setting
OBLs are reshaping how patients receive interventional procedures. The marketing strategy that wins is one tuned to outpatient operational reality, not generalized to all specialties.
+8.1%
OBL annual growth rate (CAGR through 2031)
Office-based labs and outpatient imaging centers are the fastest-growing setting in interventional medicine — outpacing every other category of vascular care delivery.
+63%
Atherectomy volume growth for OBL physicians
Physicians who transition to office-based laboratory practice see disproportionate growth in atherectomy and other PVI volume — often the strongest single revenue driver in the setting.
$28B
U.S. interventional radiology market (2025)
Much of the IR market is shifting to OBL settings. The combination of patient preference for outpatient care and reimbursement structure favors OBLs for complex outpatient procedures.
80K+
Annual Medicare-billed atherectomies in OBL settings
OBL atherectomy claims have multiplied since 2011 as physicians and procedures shifted out of hospital outpatient. The volume is structural, not promotional — and the OBL setting now anchors a substantial share of vascular intervention nationally.
OBLs face a marketing problem most agencies don't even see: you're running multiple service lines through one set of operations, with reimbursement constraints and capacity considerations no other setting deals with.
Multi-specialty operations
Your OBL might host PAD interventions, vein work, embolization, and more — under one roof, often with different physicians and different referral networks. Generic medical marketing can't handle that complexity. The wrong patient routing creates operational chaos.
Capacity awareness
Driving demand without considering your OBL's actual capacity creates more problems than revenue. Marketing strategy has to flex with your scheduling rhythm, your physician availability, and the procedure-mix economics.
Reimbursement environment
OBL reimbursement, payer contracts, and case-mix economics are different from hospital outpatient. Marketing that ignores those differences ends up driving the wrong patients — and the wrong procedures — for your specific OBL setup.
Cross-specialty acquisition
A vein patient who's actually presenting with claudication. A PAE candidate also dealing with osteoarthritis. Cross-specialty intake matters more in OBLs than anywhere else — and most agencies miss it entirely.
Your first 90 days
OBL engagements have to balance multi-specialty operations, capacity, and reimbursement realities. Here's the typical sequence.
Week 1
We map every service line in your OBL — current acquisition, conversion rates, scheduling utilization, and per-procedure economics. We identify which procedures should grow, which need defending, and which should be paused. You leave with a 90-day plan tuned to your OBL's actual operations.
Weeks 2–4
We launch parallel campaigns for your top service lines under a unified OBL brand. Procedure-specific landing pages, paid search, and Meta Ads — but consistent visual and brand language across procedures. By week 4 multiple specialties are running in parallel.
Days 30–60
Patient intake goes live with multi-specialty routing. PAD, vein, embolization inquiries each get separate paths and screening. Cross-specialty catches (the vein patient with claudication, the GAE candidate with hypertension) get flagged for the right physician.
Days 60–90
Your OBL starts seeing consults across service lines from the system. We watch what's converting and shift investment toward the highest-margin combinations of physician, procedure, and channel. Weekly reports show consults and procedures by specialty and by physician.
Why we're different
Most agencies treat OBLs like single-specialty practices. We're built for the multi-specialty, capacity-aware, reimbursement-conscious operational reality.
Most agencies
Single-specialty playbook applied to whichever procedure you mention first. Your other service lines get table scraps.
PatientFlow approach
Multi-specialty playbook with parallel funnels per service line. PAD, vein, embolization each get the depth they need under one OBL brand.
Most agencies
Drive demand at maximum spend regardless of your scheduling reality. Patients book and find you can't see them for six weeks.
PatientFlow approach
Marketing tuned to your actual capacity. We pause campaigns or shift to longer-decision-cycle nurture when your schedule is full, accelerate when it's open.
Most agencies
A vein patient who's actually presenting with claudication gets scheduled for vein and you lose the PAD revenue.
PatientFlow approach
Intake catches cross-specialty candidates and routes them to the right physician and procedure. Revenue stays in the OBL.
Most agencies
Generic 'patients are good' marketing without regard to your payer mix or per-procedure economics.
PatientFlow approach
Marketing investment shaped by your actual reimbursement environment and case-mix economics. We chase the patients you actually want, not just any patient.
Most agencies
Hands off after the lead is delivered. Long-decision patients across multiple specialties quietly drop out.
PatientFlow approach
Multi-month follow-up tuned per specialty. PAD, vein, and embolization patients each get the right nurture sequence for their decision cycle.
Most agencies
Reports lump everything together or split incompletely.
PatientFlow approach
Reports separate every specialty cleanly: consults, conversion, cost per scheduled procedure, revenue — by service line and by physician so you know exactly where to invest.
If you're operating an OBL with multiple service lines and looking to build a unified, capacity-aware acquisition system across specialties, let's talk through what the next 90 days could look like.