When this Istanbul-based hair transplant clinic partnered with DGS in 2022, it was treating around 70 international patients a month — respectable volume in one of the world’s most competitive verticals, but far below the capacity of its surgical team. Today the same clinic books more than 450 patients every month, a 6.4× increase, with DGS operating the entire acquisition and coordination engine under the clinic’s own brand.
The starting point
The clinic had strong clinical outcomes and genuine word-of-mouth, but its growth ceiling was structural: demand arrived unevenly across markets, inquiries leaked between channels, and follow-up depended on individual coordinators rather than a system. In hair transplantation — where patients compare five to ten providers before booking — every slow response was a lost booking.
What DGS operated
We took ownership of the full funnel. Multilingual search and paid campaigns built predictable demand across the clinic’s core source markets; every inquiry landed in a single CRM with enforced response-time targets; and a dedicated multilingual telesales desk converted interest into scheduled procedures, handling deposits, travel windows and pre-operative requirements in the patient’s own language. Conversion-rate optimisation ran continuously — landing pages, offer framing and follow-up sequences were tested and compounded month after month.
The results
Monthly booked patients grew from 70 to 450+ — from roughly 840 patients a year to an annualised run-rate above 5,400. Growth came market by market, not from a single spike: each new source market was opened with localised demand generation and native-language telesales before scaling spend.
Why it worked
Nothing here depended on a viral moment or a discount war. The multiple came from operating discipline: owning demand and conversion as one system, measuring every stage of the funnel, and treating response speed as a clinical KPI. That is the model DGS runs for every partner institution.