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The work behind the results.
Medical Spas & Wellness
Membership revenue leaking through invisible cracks. We made it visible before it was gone.
For a membership-based wellness operator, the worst kind of churn is the kind no one sees coming. Credit cards expire. They get cancelled, reissued with new numbers, frozen for a trip. By the time a payment fails, the revenue is already gone, and so is the best window to re-engage the member. Most operators find out when their billing platform logs a failed charge. By then, the conversation is reactive.
We built a data pipeline that pulled card status data directly from BLVD into their warehouse, then surfaced a daily list of every member with an expiring or at-risk card in their ops dashboard, sortable by location, expiration window, and membership tier. Staff could reach out before the card ever failed. What had been invisible became a daily ops priority with a clear action attached to it.
The infrastructure already had the data. It just wasn’t going anywhere useful. Pulling it into a format their team could act on was the only thing standing between them and the revenue they were losing.
Outcome
Membership revenue that had been slipping through gaps the billing platform never surfaced became predictable and recoverable. Operations shifted from reacting to failed payments to preventing them. The engagement paid for itself in the first month of retained memberships.
B2C · Competitive Intelligence
The map existed in three different systems. We made it one.
For a national athletic events and apparel company, the territory problem wasn’t a lack of data. It was a lack of coherence. Prospect records from Dun & Bradstreet. Competitor contract intelligence from GovSpend. Territory assignments in a spreadsheet. Pipeline velocity in a CRM. Every system had a piece of the picture. No one had ever seen the whole thing at once, so territory decisions happened at quarterly offsites: slow, incomplete, and always running behind the actual opportunity.
PRIORA built a live competitive whitespace map that pulled all of it together: territory assignments, 18,700 prospect records across three event categories (dance, gymnastics, cheer), competitor spend data by region, and pipeline velocity by territory. Coverage gaps became visible. Competitor-heavy regions were flagged. High-density prospect territories with low sales coverage became the obvious next move.
The value wasn’t in the data. Every source already existed. The value was in building something that made the relationships between them visible in real time, so a leadership team could see the complete picture in one place instead of reconciling four tabs in a planning meeting.
Outcome
For the first time, leadership had a factual basis for territory prioritization. Where to push, where competitors had concentrated, and where prospect density sat unaddressed were no longer open questions. The map didn’t make the decisions. It made the right ones harder to argue with.
Medical Spas & Wellness
Thirty-plus locations. Six dashboards. Every function in the building looking at the same number.
The problem with fast-growing multi-location operators isn’t usually a lack of data. It’s that the data is right but the picture is wrong. Finance is working off a Paylocity export. Marketing is reporting from BLVD. The executive team is reconciling both against a spreadsheet that was accurate two weeks ago. A national wellness chain was opening new locations every quarter and still running its reporting the same way it had when it had five.
PRIORA connected every relevant source into a single warehouse: BLVD for in-clinic operations, appointments, and membership; Shopify for e-commerce; Paylocity for payroll and tip allocation; Birdeye for Google review scores by location. On top of that, we built role-specific dashboards: a District Manager view for revenue benchmarking and SKU mix; a Regional Nurse Manager view for clinical and staff operations; an Appointments dashboard for front-desk visibility; a Membership dashboard for enrollment and retention; and a Marketing dashboard used by both the internal team and the company’s outside agency. Hightouch pushes the warehouse back into HubSpot so the CRM stays current without manual intervention.
The goal was never more dashboards. It was one version of the numbers that every function could pull from without reconciling against each other first. When the CEO presents to the board, she is working from the same figures the Controller reconciled last week. When the marketing agency pulls campaign attribution, it comes from the same warehouse as the District Manager’s revenue report. New locations are added to the stack as they open.
Outcome
A controller, a CFO, a CEO, two clinical management tiers, and an outside marketing agency, all drawing from one warehouse. No reconciliation meeting. No conflicting exports. One number.
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