Nerd focusing on Data Analytics | WEB 3.0 | Growth Marketing | Digital AI Strategy

Online Marketing, SMM, SEO, Data Analytics and all Digital fanatic. Getting a drive when providing successful creative solutions across the realms of the online world! Consider myself very motivated and proficient when it comes to executing digital marketing solutions, planning the teams work and accomplishing objectives. Working with people is my strength and my passion, building relationships and making things work keeps me awake at night. 





🇳🇱 Alex Veremij

I lead growth, brand, and marketing systems for multi-location ABA and healthcare organizations.

Right now I serve as Chief Marketing Officer at The Treetop ABA, where I oversee patient acquisition, brand strategy, and the infrastructure that turns demand into filled schedules across multiple states.

Most healthcare brands do not struggle because they lack ideas. They struggle because their systems are disconnected. SEO, paid media, websites, call tracking, intake, and CRMs all exist, but they do not work together. That creates slow starts, wasted spend, and frustrated families. My job is to connect those pieces into one predictable growth engine.

I have built and scaled these systems across large ABA organizations, managing seven-figure media budgets, multi-channel teams, and complex funnels designed to do one thing well. Get families into care faster and keep operations fully utilized.

Before Treetop, I served as CMO at Brighter Strides ABA and led marketing teams across healthcare and media. I have also built and operated MoisheMedia, where I focused on branding, digital strategy, and marketing automation.

I write and share what I am learning about scaling healthcare brands, building marketing infrastructure, and leading through growth in real time.

Moishe Kaufman

A lot of ABA owners messaged me after that flywheel post asking what this looks like in real life.

Here is a real example.

One mid-size ABA clinic I worked with gets over 40 percent of their new intakes from three pediatric offices.

Not thirty.
Not a giant network.

Three.

Those doctors trust them because every month they get:

• A simple outcomes snapshot
• A referral link that actually works
• Feedback from the families they sent

That is not luck.
That is a system.

If you do not know the names of your top three referral partners, you do not have a referral engine.
You have a Google Ads addiction.

Most ABA clinics are not struggling with lead volume.
They are struggling with trust, speed to intake, and reputation.

Ads can hide that for a while.
They cannot fix it.

A real ABA referral flywheel has three parts:

	1.	One narrow target

A school district.
A pediatric group.
An EI program.
Not “all families with autism.”

	2.	One thing you always send

A parent guide.
A referral form.
A landing page that does not break.

	3.	One human who owns it

Someone whose job is to keep those relationships alive.

Miss any of these and your census will swing.
Your RBT utilization will suffer.
And you will keep buying leads to plug the hole.

Here is the test.

If Google shut you off tomorrow, how many families would still call you next month?

That number is your real marketing engine.

Everything else is rented.

Chief Marketing Officer at Treetop ABA | Scaling multi-location healthcare brands

Another year older today. Fewer illusions. Better filters.

The last year pushed me into a different operating mode.

Across multiple ABA brands and markets, I learned something simple but uncomfortable:
growth is not about more leads.
It is about systems, speed to care, and trust.

You can buy traffic.
You cannot buy a broken intake team, slow authorizations, or referral partners who stop believing in you.

So this year, I am done with a few things.

No more misaligned partnerships.
No more chaos dressed up as urgency.
No more “growth” that burns out teams and disappoints families.

The focus now is boring in the right way.
Clean systems.
Strong operators.
Clear ownership.
And outcomes that actually matter to the families we serve.

Grateful for the people building with me.
The next chapter is about doing fewer things, better.

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Most ABA owners read the flywheel post and think:

“That sounds great, but how do I actually build it?”

So here it is.
The real-world playbook.

I’ve built this inside multi-state ABA platforms and small clinics.
It works the same.

Step 1
Pick one referral source.

Not “schools.”
Not “doctors.”
One pediatric group. One district. One EI program.

If you chase five at once, none of them trust you.

Step 2
Build one stupid-simple handoff.

This is where most clinics fail.

A referral partner should be able to send you a family in under 30 seconds.

One link.
One form.
One page that never breaks.

No PDFs.
No “have them call us.”
No intake black holes.

Step 3
Close the loop.

Every month that referral partner should get:

• How many families they sent
• How fast you contacted them
• How many started care
• One real parent quote

Not marketing fluff.
Proof.

Step 4
Assign an owner.

Not the owner.
Not the BCBA.

One person whose job is to protect those relationships and make sure no referral ever disappears.

This is your flywheel operator.

If you do this with just three referral partners, you will outgrow clinics spending 50k a month on Google.

Because trust compounds.
Ads do not.

Most ABA owners want more leads.
The smart ones build leverage.

I don’t usually share personal causes here, but this one matters to me.

Early in my life, I was part of an educational environment that emphasized more than knowledge. It focused on character. How you think. How you lead. The standards you hold yourself to when no one’s watching.

That foundation shapes everything that comes after. Career decisions. Leadership style. How you treat people. How you define success.

I’m proud to support an institution that invests deeply in people and long-term impact. The work doesn’t show up on a quarterly report, but it compounds for decades.

If you believe in education that builds principled, grounded leaders, I’ve shared the link in the comments.

The hardest part of scaling a multi-location business is not getting demand.

It is what happens to the organization when demand finally shows up.

When you are watching multiple locations ramp at once, the strain moves fast.

Intake slows.
Hand-offs get messy.
People start solving the same problem three different ways.

None of this shows up on a revenue chart.

The myth is that growth fixes things.
What it really does is reveal what was quietly broken the whole time.

Most companies think they have a marketing problem.
What they actually have is a systems problem that only shows up under pressure.

That is the real work of scaling.
Not chasing more leads.
Making sure the business can survive the ones it already has.

taplio

The Battle

🇳🇱 Alex Veremij

Moishe Kaufman

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taplio

The Battle

🇳🇱 Alex Veremij

Moishe Kaufman

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Moishe Kaufman's LinkedIn Performance

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