The researcher may not be the customer
Adult children, carers, coordinators and participants can all influence the decision, often with different questions and levels of urgency.
Aged Care and Disability Digital Marketing and Lead Generation
Turn complex care research into the right service starts.
We help aged care, retirement living and disability providers connect marketing with assessment, funding, coverage, capacity and service commencement—so early family research is not mistaken for an immediately serviceable customer.
Founder-led · Gold Coast, Australia · Clients worldwide
You’ll work directly with Matt Gatley, founder of We Know Growth—bringing 20+ years of experience and $350m+ in managed advertising spend.
20+years across advertising, data, products and sales
$350m+in managed advertising spend
Founder-ledMatt stays directly involved in the work
Full journeyFrom first interaction to customer and revenue
The lead is only the beginning
The person researching today may be months away from a serviceable care decision.
Aged care and disability journeys are shaped by family decision-making, assessments, funding, changing urgency, geography and provider capacity. An enquiry alone says little about readiness or fit.
We connect marketing, intake and service evidence to separate early research from a viable pathway—and to keep suitable people moving without forcing every journey into a short sales funnel.
Funding creates hidden stages
Assessment, plan status, package level and funding availability determine when an enquiry can become a service start.
Coverage is not the same as capacity
A provider may technically serve an area while lacking the staff, accommodation or specialist capability for that person.
Urgency changes quickly
A long research period can become an immediate placement or support need after a health, family or housing change.
Nurture needs useful context
Generic email sequences miss the practical information families and participants need at each funding and decision stage.
Enquiry volume masks service starts
Marketing can appear efficient while intake teams reject, waitlist or lose most leads before care begins.
Measure the journey you actually have
Assessment, funding and capacity create distinct conversion paths.
We map the real stages for each service model and select outcomes that distinguish research from readiness, eligibility, provider fit and commenced care.
Home care
- 01Enquiry
- 02Assessed
- 03Package ready
- 04Care started
Package status, level, timing and local workforce capacity can all delay a suitable service start.
Residential care
- 01Research
- 02Assessment
- 03Tour or match
- 04Placement
Family readiness, care requirements and room availability shape the journey more than a brochure request.
NDIS supports
- 01Enquiry
- 02Plan checked
- 03Matched
- 04Service started
Funding category, participant goals, location and support capability determine whether a lead can progress.
Matching services
- 01Need captured
- 02Providers matched
- 03Accepted
- 04Placement
Provider response, duplicate status and eventual placement matter more than a completed matching form.
Who this is for
Providers and platforms navigating funding, capacity and family decisions.
This work is most useful where the route from research to care is long or irregular and marketing needs to coordinate with intake, funding and real service availability.
Aged care and living
- Home care providers
- Residential aged care
- Retirement living
- Aged care placement
- Care comparison services
Disability services
- NDIS providers
- Support coordination
- Plan management
- Supported accommodation
- Community participation providers
Care-enabling services
- Allied health providers
- Mobility and accessibility
- Home modification providers
- Assistive technology
- Care matching platforms
How We Know Growth approaches it
Find the commercial constraint before prescribing the channel.
The constraint might be weak service-area targeting, an intake bottleneck, unclear funding data, slow provider matching, capacity changes or nurture that ignores where the person is in the care journey. We join those signals so the next marketing decision reflects serviceability and care commencement—not just demand.
- 01
Define the valuable outcome
Agree which downstream event represents genuine commercial progress, how it is defined and whether it is captured consistently enough to guide decisions.
A shared definition of success beyond the first enquiry. - 02
Connect the whole journey
Join advertising, landing pages, calls, CRM stages, follow-up and revenue evidence so the business can see where valuable prospects are being lost.
Visibility from first interaction to commercial outcome. - 03
Fix the largest constraint
Prioritise the channel, creative, page, measurement or operational change most likely to improve the result—not the next item on a generic marketing checklist.
A ranked plan based on likely commercial impact. - 04
Return better evidence
Feed qualified and converted outcomes, defensible values and clean first-party data back into reporting, budget allocation and platform optimisation.
Marketing shaped by quality and value, not forms alone.
A joined-up acquisition system
Different channels have different jobs in this customer journey.
We decide where to capture active demand, where to create or nurture consideration and how each channel connects to the same commercial outcome. The mix follows the journey—not a preferred platform.
Meet urgent and specific needs
Capture service, funding and location-led searches while separating immediate care needs from early information seeking.
Reach families and networks
Use paid social to educate carers, families and participants before they are ready to search for a named provider.
Explain a difficult pathway
Provide clear guidance on assessments, funding, service options, availability and the practical next step.
Capture serviceability early
Collect enough information about need, location, funding and timing to route enquiries without creating avoidable friction.
Support changing readiness
Nurture people according to assessment, funding and decision stage while keeping intake teams focused on actionable demand.
Optimise toward care starts
Feed assessed, accepted, placed and commenced outcomes back into reporting and acquisition decisions.
Ways to work together
Start with the level of support the problem needs.
No pre-set aged care and disability marketing package. The engagement should match the constraint, the team and what can realistically be improved.
Aged Care and Disability growth audit
A full review of acquisition, landing journeys, measurement, lead handling and the path to revenue.
A ranked action plan based on likely commercial impact.
Paid advertising management
Hands-on management across paid search and paid social, with creative, audiences, pages, economics and downstream quality considered together.
Paid channels working as one acquisition system.
Ongoing growth advisory
Direct access to Matt for prioritisation, measurement decisions, experiment design and difficult growth questions.
Senior input without a junior hand-off or extra management layer.
Free tools for a clearer starting point
Pressure-test the economics and the measurement.
These tools help providers understand what a viable care lead can afford to cost and whether marketing can see the stages between initial research and a commenced service.
Lead economics
Lead Generation Profitability Calculator
Connect acquisition cost, qualification, close rate and customer value to estimate true CAC and an affordable CPL.
Calculate what a lead is worth MeasurementMeasurement & Offline Conversion Readiness Audit
Check lead definitions, scoring, CRM stages, conversion feedback and whether the data is ready to influence bidding.
Run the readiness auditGrowth inside real-world constraints
Growth is constrained by funding rules, workforce and duty of care.
A provider cannot market independently of service eligibility, safe delivery and current capacity. Those operational facts need to be visible before campaigns are scaled.
Funding status changes readiness
Assessment and plan stages affect whether a person can begin care now, later or only after another decision outside the provider’s control.
Capacity is local and service-specific
Workforce, room, roster and specialist capability can vary by suburb and service even inside the same provider network.
Vulnerable audiences need clarity
Urgency, family stress and complex funding language make accurate expectations and responsible follow-up essential.
How We Know Growth keeps work moving
Make serviceability part of the growth system.
We work with marketing, intake and operations to define which demand can be served, how it should be routed and which stages provide honest feedback about value.
- 01
Map funding and readiness
Agree the assessment, plan, package and timing stages that change whether an enquiry can progress.
- 02
Expose real capacity
Bring current service, location and workforce availability into campaign, routing and budget decisions.
- 03
Route by need and fit
Design intake so suitable enquiries reach the right team while non-serviceable demand receives a clear next step.
- 04
Return commenced outcomes
Measure accepted participants, placements and service starts to learn which acquisition creates real care relationships.
Straight answers
Aged Care and Disability marketing questions.
What the work covers, which signals matter and where We Know Growth fits.
How is aged care and disability marketing different from general healthcare marketing?
The researcher may not be the eventual customer, and assessment, funding, provider coverage and capacity can sit between the first enquiry and care. Measurement and nurture therefore need to reflect readiness and serviceability, not only clinical interest.
How can providers separate early research from actionable enquiries?
Use respectful questions about need, location, funding stage, timing and service type, then connect those answers with intake outcomes. The goal is useful routing and support—not making vulnerable people repeat unnecessary information.
Which outcomes should aged care or NDIS providers measure?
Useful stages can include assessed, funding ready, serviceable, accepted, placed and service commenced. The right combination depends on volume, data reliability and how long each journey takes.
Can paid social work when the journey is very long?
Yes. Paid social can educate families, carers and participants before active provider search begins. Its contribution should be assessed alongside nurture and later care outcomes rather than only last-click leads.
How should provider capacity influence advertising?
Campaign coverage, budgets and routing should reflect the services and locations that can accept demand now or within a useful window. Capacity data does not need to be perfect, but it must be good enough to avoid systematically generating unusable enquiries.
What is the best first engagement?
A growth audit is usually appropriate when the issue could sit across targeting, funding-stage data, intake, nurture, capacity or measurement. It produces a ranked plan before any channel is scaled.
Start with a conversation
Let’s find what is stopping more enquiries becoming service starts.
Tell us where families or participants get stuck and what you want to improve. The call is free, practical and without obligation.