Decide whether the problem requires a new provider

Write down the reason for considering a change. Unclear spending, inconsistent conversion definitions, unavailable reporting and a mismatch between the agreed work and current needs are different problems. A new agency may address some of them, but it cannot fix appointment capacity or an inaccurate service offer merely by taking control of campaigns.

Identify what should remain unchanged: approved services, public contact destinations, practice-controlled accounts and the business definitions used in reporting. Then identify what requires investigation. Do not turn dissatisfaction into an instruction to rebuild everything before anyone has established what is working or what the practice controls.

For the broader initial procurement framework, use the healthcare marketing buying brief. The additional task here is comparing the incumbent's exit obligations with the replacement provider's actual acceptance conditions.

Inventory control without sharing credentials

Create a business-asset list covering advertising accounts, payment responsibility, public destinations and any reporting dependencies used by the campaigns. Record which organization controls each item, which practice-authorized role can approve a change and what needs confirmation. Keep passwords, recovery codes and private billing details out of the list shared for initial scoping.

In Google Ads, a linked manager and an owner manager are not identical. Google's manager-ownership guidance says linking an existing client account does not confer ownership by default. It also explains that a client account retains its data and administrative rights when a manager has ownership access.

Do not infer contractual ownership of websites, creative work or tracking numbers from an advertising permission. Each asset has its own agreement and technical controls. Ask authorized practice personnel to verify access through approved systems; a screenshot from an agency is not the same as confirming the practice's own permissions.

Make billing continuity a proposal condition

Ask who currently pays the advertising platform and what must change when management ends. Direct platform payment, agency invoices and monthly-invoicing arrangements can create different dependencies. Establish the facts rather than assuming that replacing a management invoice also replaces platform billing.

Google's unlinking guidance specifically warns that an account using monthly invoicing will stop serving if its paying manager is unlinked without the required billing change. That is a conditional platform rule, not a claim that every agency-managed account uses monthly invoicing.

A replacement proposal should identify who investigates the existing arrangement, who approves any change and which prerequisites must be satisfied. Do not unlink a manager or alter payment settings merely to demonstrate readiness. Ask for an agreed sequence; neither an audit request nor a sales conversation authorizes billing changes or spending.

Separate account history from tracking dependencies

Google says an individual account does not lose its campaign history or access to Google Ads features merely because it unlinks from a manager. That does not mean every connected function continues unchanged. The same official guidance explains that manager-level cross-account conversion tracking can be affected by unlinking.

Ask which conversion definitions, tags and reports depend on the outgoing manager. Distinguish historical platform records from tracking configuration and from practice-supplied aggregate booking counts. A download of a monthly report does not establish that the next provider can maintain the same approved measurement process.

Do not preserve an unsafe configuration simply to keep reports comparable. The practice must review privacy-sensitive tags, destinations and data flows. Patient lists, health-based remarketing and patient information in pixels or URLs are outside HMP's approach. Any necessary tracking changes need their own authorization and an explanation of how the reporting comparison will be limited.

Identify rented assets before pricing replacement work

An outgoing agency may control a landing page, a reporting subscription or a telephone-tracking arrangement used by current campaigns. Check the actual agreements for continued access, transfer rights, export options and charges. Do not assume that every item is transferable or that every provider will waive an exit fee.

For each dependency, record whether it can remain, requires replacement or is unresolved. If a public destination must change, identify who is engaged to make that change and who will approve the service information and inquiry route. Keep clinical records and patient communications outside the marketing handoff.

HMP sells agreed Google or Meta advertising management, not a standalone website migration, SEO, branding or telephone-porting service. A proposal should not conceal those separate needs inside an attractive management fee. Resolve them with appropriate providers before assuming the replacement advertising work can proceed.

Compare the full commitment, not a monthly headline

Build a cost sheet with separate rows for the incumbent's notice period, any remaining contractual commitment, authorized export or transition charges, replacement setup, recurring management and client-paid media. Mark uncertain amounts as needing confirmation. A temporary overlap may be deliberate, but its purpose and responsibility should be clear.

Do not calculate savings by comparing unlike scopes. One proposal may cover one platform and location; another may include both platforms or a broader group structure. A lower management fee is not evidence that the practice will pay less overall or receive better results.

HMP's current pricing, checked November 7, 2026, lists Solo at $500 per month with no setup fee for one platform. Starter is $1,250 per month plus $1,500 setup for one platform at one practice location. Growth and Group Practice require custom quotes. Advertising spend is separate and client-paid; HMP's management fee is not a percentage of it.

Use a decision budget with unresolved costs visible

For an applicable Starter scope, the published $1,250 monthly management fee and $1,500 setup fee total $2,750 before advertising spend. That arithmetic is not the total cost of changing agencies: the incumbent's obligations, separately engaged work and actual payment terms still matter. It is also not a quote that every switching practice qualifies for or a promise about how an invoice will be scheduled.

Use separate columns for confirmed charges, contractual amounts awaiting review and work not yet quoted. Do not enter zero merely because a fee has not been discussed. Record who must confirm each uncertainty before the practice can approve the switch. If website access or another dependency remains unresolved, the budget should show the open item rather than bury it in a general contingency.

Compare the decision with keeping the current provider under a corrected scope as well as replacing it. An agreed reporting correction or narrowed platform scope may address the original problem; sometimes a change is still appropriate. The cost sheet supports that choice without assigning a financial return to either option or treating setup spending as proof that a switch will succeed.

Define what the new provider must accept

Before choosing a start date, ask the prospective provider to confirm the accounts, platforms, service lines and locations it is willing to manage. Explain unresolved access or billing dependencies without sending credentials. Ask what falls outside the quote and what requires another agreement.

Acceptance should include a clear responsibility boundary: which period the incumbent reports, when the replacement scope begins, who approves changes and who resolves historical questions. Do not assume a new provider will reconstruct prior reporting or correct every inherited issue as part of its standard monthly fee.

Keep implementation separate from review. An agency can examine agreed available information without being authorized to pause campaigns, change budgets, install tags or remove another provider. The practice should approve those actions expressly through its agreed process, not through an ambiguous instruction to take over.

Preserve a useful before-and-after comparison

Retain approved business-level reports showing the period, media spending, management-fee treatment and booking definitions used. Record material changes in scope or measurement so the next review does not treat unlike periods as a controlled experiment.

For therapy practices, distinguish gross distinct new-client bookings, cancellations, net bookings, attendance and payment. The practice performs identity-level checks internally and supplies approved aggregates. Do not move patient appointment exports into an agency handoff folder. Small categories may need combining or withholding to avoid identifying someone.

The group-practice marketing guide explains the shared capacity and reporting framework. Use the handoff record to describe what changed around that framework, not to promise that a different agency caused every subsequent movement in bookings.

Request a review before authorizing a switch

If the replacement decision depends on an existing-account question, request HMP's free ad-account audit. Use business details to describe the platforms involved, the question and any known handoff dependency. For the agreed scope, the output is plain-language findings about available account information.

Review scope and authorized access are agreed separately. An inquiry does not cancel the incumbent, grant account permissions, authorize changes or enroll the practice in paid management. HMP does not promise a completed migration, uninterrupted advertising or a particular improvement from switching.

Keep patient information, passwords and access codes out of the form and chat. Choose the next provider only after the exit obligations, accepted management scope and remaining dependencies are understandable. A careful purchasing decision leaves the practice in control of what changes—and what does not.