Brand, Build, Benefit: Strategies for a Sustainable Aesthetic Practice

In the Winter Clinical Miami session, “How To Build Your Aesthetic Practice,” Gary Goldenberg, MD, used his personal experience as the co-founder of Goldenberg Dermatology in New York, New York, to explore the mindset, infrastructure, and branding strategy required to develop a sustainable and profitable cosmetic dermatology practice.¹ He began by stressing that aesthetics cannot be approached casually. Physicians must be fully committed, strategically minded, and willing to adopt a business-oriented framework distinct from traditional medical dermatology.

The Foundational Pillars of Growth

Goldenberg, who is also an Assistant Professor of Dermatology and Pathology at The Icahn Sinai School of Medicine at Mount Sinai, emphasized that building an aesthetic practice requires intentionality. Offering a single cosmetic procedure intermittently will not generate growth. Instead, dermatologists must do the following;

• Define a niche
• Invest in appropriate technology
• Build a recognizable brand identity
• Implement a robust marketing strategy
• Cultivate a knowledgeable team
• Deliver a premium patient experience

Importantly, he underscored a mindset shift: aesthetic services are elective and cash-based. Success depends on recognizing that these encounters function as client-based transactions within a luxury service model.

“This is not exactly an altruistic pursuit. Your mind has to switch,” Goldenberg spoke candidly. “These are not patients anymore. They're clients.”

Navigating Training and Technology

Training is foundational. Goldenberg advised seeking education through residency exposure, professional meetings, and industry-sponsored training programs. Companies that manufacture injectables, fillers, and devices frequently provide instruction when physicians commit to using their products. He recommended beginning with basic procedures, such as neuromodulators, and mastering them before advancing to more complex techniques.

When discussing products and capital equipment, Goldenberg urged discernment. Cheapest is rarely best in a medical setting where a physician’s license and reputation are at stake. He cautioned that laser and device investments often involve significant expense and aggressive sales tactics. Contracts should be reviewed carefully by legal counsel, particularly lease agreements that may include revenue-sharing clauses. Negotiation is critical; purchasing near the end of a company’s fiscal year may yield substantial discounts. Above all, dermatologists must evaluate whether their patient population will realistically pay for a procedure before investing, rather than relying solely on projected return-on-investment estimates from sales representatives.

Defining Your Brand Identity

Brand building, Goldenberg stressed, is “one of the most important things for a practice.” Every patient interaction, online presence, and in-office touchpoint reinforces or undermines that identity. “Every time you show up to work, you are the brand,” he noted. “So it's up to you to build it, and it's up to you to continue to build it.

Aesthetic branding should be consistent across websites, social media platforms, printed materials, and office design. Patients routinely research practices online before scheduling consultations; visual and experiential consistency builds trust and familiarity before the first visit.

Strategic pricing and service presentation also play a central role. Goldenberg described offering 3 treatment tiers: an entry-level option, a mid-range option with the highest profit margin, and a premium option. He noted that patients frequently select the middle choice, making it important that this option aligns with both clinical efficacy and financial sustainability. Competitive awareness is equally important; physicians must understand local market pricing without positioning themselves as extreme outliers.

Marketing and Creating a Luxury Experience

Marketing should be deliberate and brand-centric. Goldenberg discourages in-office materials that prominently feature third-party company branding, preferring customized content aligned with the practice’s identity. Email marketing remains a valuable tool; regular newsletters combining education and subtle promotion maintain engagement. Notably, he advised against running discounts or frequent promotions, arguing that sales erode perceived value and train patients to delay treatment in anticipation of future price reductions. Staff members also serve as extensions of the brand.

“I treat all my staff free, whatever treatment they need. I do it for them because when they look great, they're happy and they're going to talk to patients about it,” Goldenberg said.

Finally, he highlighted the importance of creating a luxury environment with personalized attention, meticulous detail, and direct physician involvement. Performing procedures personally allows for meaningful face-to-face interaction, during which future treatment discussions naturally occur. In aesthetics, excellence in service and consistency in execution—not shortcuts—drive sustainable growth and patient referrals.

“It doesn't have to be perfect all the time, but it has to be perfect enough times where they're going to send their friends and family to you,” Goldenberg concluded.

Reference

1. Goldenberg G. How To Build Your Aesthetic Practice. Presented at: 2026 Winter Clinical Miami Dermatology Conference; February 27-March 1, 2026; Aventura, FL