Foundation
A 90-day operating plan built from your intake capacity, payer mix, and location map - or, for software companies, from pipeline targets and CAC payback - deciding which nodes run first, which wait, and what each is expected to return.
Growing an ABA practice in Maryland is usually a capacity problem that looks like a marketing problem: established market, uncapped commercial coverage, and clinical pay near the national average. A fractional CMO owns the plan, budget, and vendors - and decides which levers Maryland actually rewards.
Competitive marketMarket data updated April 2026Maryland is an established market (25.3 BCBAs per 100k residents). Growth comes from share - differentiation, referral partnerships, and conversion - so the plan weights CRO, local SEO, and reputation over raw demand generation.
No annual cap under S.B. 171 (2012) makes commercial caseload revenue predictable, so acquisition cost can be planned against lifetime value with confidence.
Clinical pay runs near the national average (BCBA ≈ $71,194, RBT ≈ $20.44/hr), with high competition for staff. Recruiting marketing gets its own line in the budget - in most Maryland practices it unlocks more revenue than another family-acquisition channel.
Maryland requires behavior-analyst licensure (Board of Professional Counselors and Therapists). The CMO keeps every vendor's messaging - ads, landing pages, review responses - inside licensure, payer, and HIPAA lines, which is where agencies without category fluency get practices into trouble.
The same program we run for ABA providers everywhere, prioritized around the Maryland market above. See the full Fractional CMO service →
A 90-day operating plan built from your intake capacity, payer mix, and location map - or, for software companies, from pipeline targets and CAC payback - deciding which nodes run first, which wait, and what each is expected to return.
Ownership of the marketing budget and every vendor in it: agencies, freelancers, platforms, and in-house hires held to one roadmap and one definition of a qualified inquiry.
A weekly operating cadence with your leadership team - priorities, blockers, hiring and vendor decisions - so marketing moves at the speed of the business, not the retainer calendar.
One scoreboard: pipeline, cost per qualified inquiry, intake or demo conversion, and payer-eligible volume, reported monthly to owners, boards, or investors in language they can act on.
When the problem is ownership, not execution: several vendors, no single plan, and nobody accountable for cost per qualified inquiry. A fractional CMO sets the Maryland roadmap and budget, manages the agencies and in-house team, and reports one scoreboard to owners or investors.
Share. In an established market like Maryland, the first 90 days go to positioning, conversion, reputation, and referral relationships - the levers that win families who have alternatives.
No. The work runs on a weekly operating cadence with your leadership team over video, plus monthly scoreboard reviews. What matters is category fluency - authorizations, BCBA capacity, payer language, licensure through the Board of Professional Counselors and Therapists - not proximity.
Each one reads the same Maryland numbers through a different discipline.
Multi-state groups rarely run one market. The same service, read against nearby South states.
Tell us about your locations, payer mix, and capacity. We'll map what Fractional CMO should do in Maryland first - and what it should leave for later.