Marketing leadership earned inside a growing healthcare organization

Marketing Powered combines experienced marketing leadership, technology we own and configure, and execution tied to measurable growth. The company is founder-led. Strategic decisions are made by someone who has carried executive responsibility for marketing budgets, expansion, and the systems behind performance.

We serve organizations where marketing has to connect to an operation: hospitals and health systems, multi-location providers, and other distributed organizations. Behavioral health, addiction treatment, and mental health remain named specialties because our founder's experience comes from that field.

Our services run from acquisition through conversion to measurement: paid media, search and content, websites, creative, optimization, analytics and attribution, and workflow automation. We treat them as one operating system rather than a list of separate offers.

Before founding Marketing Powered, Mike Hulick led marketing as CMO of a multi-state behavioral health operator. During his tenure, the organization expanded from 3 to 24 locations across 9 states. He managed about $1.5 million to $2 million per month in Google Ads spend.

During that tenure his employer grew from about $30 million to about $140 million in revenue. That is organizational growth during his tenure, not an agency result or a claim that marketing alone caused it.

That responsibility covered more than campaigns. Attribution, intake, conversion, reporting, and the systems supporting expansion had to work together. Marketing decisions had to account for operating capacity, market differences, and revenue, not just activity inside an advertising account.

That is prior executive experience, not agency client work. We keep the two separate across this site, including the experience section of our homepage and the case studies page. You should know what each piece of evidence represents before you weigh it.

Leadership that understands the operation

Engagements start with the business problem: where growth is stuck, what leadership needs to see, and where investment is not turning into results. We examine the operation behind the marketing before we recommend a channel.

Technology we own and configure

Marketing Powered invests in and operates its own computing hardware and systems. Our owned infrastructure gives us control over supported deployments, customization, and capacity instead of relying entirely on rented access. Clients retain ownership of their data. Access to our services does not automatically transfer our technology, workflows, or configurations.

Execution connected to the business

We treat acquisition, conversion, and measurement as related responsibilities. Reporting covers spend, acquisition quality, conversion, and the next decisions, and it distinguishes measured outcomes from estimates.

People accountable for the decisions

Automation supports the work. Human judgment remains responsible for priorities, approvals, and the changes that affect your organization. You will know who is responsible and what happens next.

The first conversation covers fit: your priorities, current measurement, and the operational gaps between investment and results. If a deeper review would be useful, we scope it before any work begins.

We propose weekly operating checks and a monthly executive review, with the cadence defined in your engagement. The weekly check covers spend, acquisition quality, and open issues. The monthly review covers results against the plan and the decisions ahead.

Data handling and governance belong in the planning discussion. We define responsibilities, approved data uses, and deployment boundaries before implementation, and we work within your review process.

Evidence on this site is labeled by what it represents. Founder history is presented as prior executive experience, with the role, the organization type, and the period named. Agency work is presented only where an approved case record exists.

Our case studies page explains the standard: who did the work and when, the baseline and comparison period, the metric definition, the scope, and the limitations. We would rather publish fewer, well-documented cases than a panel of aggregate numbers.

Evaluate any result against the starting point, the measurement period, the work performed, and the business context. A useful result should help you make a decision, not simply give you a larger number.

Tell us where growth is getting stuck and what your leadership team needs to see. Request an audit of your current marketing, or send us the business problem and we will start there.