ABA category median
~ $75Across paid + organic blends. Pure organic skews lower, pure paid skews 2–3× higher in competitive metros.
Source · Higglo client cohort, n=18Five inputs — your spend, your funnel, optionally your revenue per client. We back into cost-per-inquiry, cost-per-intake, and cost-per-enrollment, then plot each against the ABA category median so you know whether the lever is spend, channel, or intake.
No vanity metrics. The output is three unit-economic numbers, each compared to a category median pulled from 30+ ABA practices, plus an honest rating of where you sit.
Everything attributable to acquisition — paid, agency, software, content.
Calls, form fills, emails — every inbound contact.
Families who actually booked an intake.
Families who started services.
Optional — enables a break-even read.
We back into cost-per-inquiry, cost-per-intake, and cost-per-enrollment, then plot each against ABA category medians. Add revenue-per-client to get a break-even read.
Cost-per-click, cost-per-lead, even cost-per-intake — they all hide funnel leaks. Enrolled clients are what pays the staff.
Diagnose: which step (inquiry → intake or intake → enrollment) is leaking? Adding budget without fixing the leak amplifies the loss.
ABA inquiries have long consideration cycles — 4–8 weeks is normal. Single-month CPE numbers will mislead you about which channel works.
It's almost never a creative or copy issue at that level. Look at intake response time, insurance verification speed, and waitlist signaling.
Across paid + organic blends. Pure organic skews lower, pure paid skews 2–3× higher in competitive metros.
Source · Higglo client cohort, n=18Implies a healthy 35–40% inquiry-to-intake conversion. Above $300 typically signals a speed-to-lead problem.
Source · 2025 cohort studyThe end-to-end number. Below $400 is excellent; above $900 is a structural problem worth pausing spend over.
Source · Higglo book of business, n=34If your number is high, we'll tell you whether the fix lives in channel mix, intake response time, or insurance ops — and which one to attack first. We've turned down retainers when the constraint was operational, not marketing.