Crestwell School entered the partnership at 148 enrolled students with declining year-over-year numbers and grade-level pressure across the school. Three academic years later the school had grown to 252 students, with seven of ten grade levels at or near capacity and $874,000 in additional recurring revenue on the books.
Crestwell is a private PK through 8 school operating inside the Clear Direction Schools group, the same operating company behind EnrollmentGenius itself. At acquisition the school carried 148 students and a year-over-year enrollment decline that mirrored the broader pressure on many smaller private schools in the period. The opportunity was clear: the program was strong, but the brand, the funnel, and the admissions function had each been operating in isolation rather than as a single system.
Across three academic years EnrollmentGenius rebuilt the school as a flagship brand inside the group. A $12,000 annual investment in paid acquisition, paired with full website redevelopment and a rebuilt admissions operation, converted to $874,000 in new yearly recurring tuition revenue and brought the school to or near capacity across most grade levels.
Two structural problems were limiting enrollment at the same time, on opposite sides of the funnel.
The website had not been meaningfully updated in a decade. Branding was inconsistent, the experience was not mobile-optimized, and the site supported no paid acquisition or remarketing infrastructure. The result was that families researching the school online were finding a presence that did not reflect the actual quality of the program.
Original enrollment operations were paper-driven, with no tracking systems or lead management tools. Application materials carried inconsistent branding. No dedicated admissions personnel held responsibility for the family experience from inquiry through enrollment, which meant qualified families routinely went unworked.
Each component was designed to reinforce the others, and the program was built to measure across every funnel stage.
Clean, modern aesthetics, mobile-optimized navigation, and streamlined visitor pathways built around tour request conversion. The site became the spine of the admissions funnel rather than a static brochure.
Campaign architecture leveraged Smart Bidding, tight geo-targeting, and audience segmentation around conversion-likely families. The $12,000 annual paid investment generated the entirety of the $874,000 in new recurring revenue.
Multi-channel search and display remarketing built around engagement signals. Visitors who spent a minute or more on the site without requesting a tour were routed into a distinct nurture path with messaging matched to their funnel stage.
End-to-end nurturing across more than twelve touchpoints through the family enrollment journey. Application digitization and rebuilt customer service standards meant inquiries no longer disappeared between hand-offs.
The numbers below are measured against the position the school held at the start of the partnership.
We work with a small number of schools and associations each year, on engagements measured in years rather than quarters. If your school is thinking seriously about the next phase of growth, we would welcome the conversation.
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