Challenge

Market challenge: fragmented medical staffing and inefficient acquisition for practitioners and facilities

The medical replacement market lacks tools adapted to today's realities: flexibility, multi-activity, and practitioner autonomy.

For doctors, visibility on available missions is largely limited to personal networks or unstructured Facebook groups. Information about institutions within a specific geographic area is fragmented, and the application process remains physically and friction-heavy.

On the institutional side, identifying and mobilizing available doctors at short notice is extremely complex. Replacement management is still handled through phone calls, spreadsheets, or costly agencies — with no ability to build and retain an internal pool of practitioners.

At the same time, advertising and acquisition targeting are inefficient. Isolating the right decision-makers, such as healthcare facility managers, remains difficult across traditional acquisition platforms.
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Strategy

Acquisition strategy: doctor-first prioritization, phased rollout and data-driven creative scaling

The acquisition strategy was built around three things: putting doctors first, expanding market by market, and pushing creative formats hard to find what works.

A. Budget Allocation and Doctor Prioritization

• 80% of the budget went to doctor acquisition. No supply, no marketplace. Getting doctors on the platform was the priority, because that's what makes it valuable for facilities.
• The remaining 20% targeted specific facilities through more personalized outreach.
• Budget was weighted toward high-potential areas, with room built in for geographic testing.
• The approach stayed iterative throughout, with performance data driving where to invest next.

B. Phased Geographic Rollout

• Stage 1: Start where Hoppi already had traction, with an existing base of both facilities and doctors.
• Stage 2: Once stable, open up a second region and test new areas.
• Stage 3: Scale to full national coverage.
• The logic was simple: validate before you invest. Each phase fed into the next.

C. Static and Video Content Production

Static ads:

• Multiple creative angles hitting the real pain points: the hassle of staffing agencies, the mess of Facebook groups, the gap in private clinic listings.
• Geo-targeted to priority areas.
• Seasonal hooks tested alongside core messaging (“Feel like hitting the slopes? Pick up a shift on Hoppi first”).

UGC video:

• 3 AI-generated videos built around a pain-pain-solution structure.
• Top performing hooks reused with refreshed video bodies.
• Animated 3D formats tested in parallel.
• From January 2026, the Content AI Factory was brought in to scale production and speed up creative testing.

D. Tracking and Channel Diversification

Tracking:

• Full tracking of doctor sign-ups to measure actual conversions, not just traffic.
• Unified measurement across web and mobile.
• Funnel analysis to find and fix where people were dropping off.

Channel diversification:

• New acquisition channels tested alongside paid social.
• Reduced dependence on any single platform.
• Cost per acquisition tracked by channel to keep budget allocation sharp.

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Results

Acquisition performance: scalable growth, controlled CPL and solid infrastructure foundation

Facility acquisition: Steady, growing acquisition pace throughout the period, with a cost per lead that stayed manageable as volume increased.

Geographic expansion: Clean progression from pilot markets to national coverage, with both sides of the growing platform.

Infrastructure: Conversion tracking up and running. Creative production systematized to keep performance strong over the long term.