Your diary is full, staff keep asking when the next high-demand treatment will launch, and every supplier conversation sounds promising until you ask the uncomfortable questions. Who handles training after installation? What happens if your team can't legally operate the device yet? How much support sits outside the machine price? Those are the questions that separate a useful partnership from an expensive delay.
Clinic managers usually start by looking for more treatments, better margins, and a way to stand out in a crowded market. That's reasonable. But in aesthetics, especially with energy-based devices, key pressure points often sit behind the scenes. Compliance bottlenecks, operator readiness, onboarding depth, and support quality can decide whether a new service line becomes profitable or stalls before launch.
That's why partnership opportunities need to be judged like a full business model, not like a catalogue purchase. If you're considering a relationship with a device supplier, training partner, distributor, or local assembly structure, you need to know what each model expects from your clinic and what it should deliver in return.
Certifique-se sempre de que a informação é precisa e verdadeira, uma vez que se trata de lasers estéticos, dispositivos baseados em energia e saúde.
Índice
- Introduction to Partnership Opportunities
- Understanding Partnership Types
- Benefits and Business Case for Partnerships
- Eligibility and Regulatory Considerations
- Support and Enablement Services
- Real World ROI Examples and Case Snippets
- Onboarding Process and What to Expect
- Conclusion and Next Steps
Introduction to Partnership Opportunities
A clinic manager in this position usually isn't looking for “a partnership” in the abstract. They're looking for a practical answer to a real business problem. Revenue has flattened. A nearby practice has added new treatments. Clients are asking for more advanced options, but hiring, training, and capital decisions all carry risk.
That's where partnership opportunities become useful. In the aesthetic market, a partnership can mean access to technology, clinical protocols, marketing support, technical service, operator education, or route-to-market help. The value isn't only in the device. It's in how quickly your clinic can activate the service, deliver safe outcomes, and keep the treatment book full.
Why clinics often misread the opportunity
Many managers evaluate a proposal as if they're buying a machine and receiving a bonus package of support. That framing is too narrow. A better analogy is a new treatment wing inside your business. It needs infrastructure, people, process, patient communication, and compliance discipline.
If even one of those elements is weak, the service can underperform despite strong demand.
Regra prática: If a partnership proposal explains the hardware clearly but stays vague on training, licensing, maintenance, launch support, and accountability, you're not looking at a complete commercial model yet.
A well-structured partnership should answer questions such as:
- Who can legally operate the system: Your clinic needs clarity on operator requirements before go-live.
- Who trains whom: Initial training, refresher training, and onboarding for new hires must be defined.
- Who supports uptake: Clinics often need help with treatment positioning, pricing logic, and client education.
- Who owns downtime response: Technical support expectations should be agreed before signatures, not after problems.
What a strong partnership changes
When the structure is right, partnership opportunities can help a clinic add treatments with less operational guesswork. They can also open alternative growth paths. Some clinics want a straightforward supply relationship. Others want training-led revenue, local market expansion, or a longer-term role in research, localisation, or integrated service delivery.
The managers who make the best decisions usually ask a simple question early. “What exactly are we becoming in this relationship?” A buyer, a service partner, a training site, a local channel, or a co-developer all need different capabilities.
That distinction matters because the business case only makes sense when the model matches the clinic's real capacity.
Understanding Partnership Types
Partnership opportunities aren't all built on the same logic. Some are sales-led. Some are operations-led. Some are credibility-led. If you treat them as interchangeable, you'll likely choose a model that looks exciting on paper but doesn't fit your clinic's size, staff profile, or appetite for responsibility.
This visual summary helps frame the main options.
Why the model matters
A distribution agreement is not the same thing as a training franchise. An OEM assembly arrangement is not the same thing as a clinical collaboration. Each one changes what you control, what you invest in, and where your revenue comes from.
Think of it this way:
| Partnership type | Closest business analogy | Mais adequado para |
|---|---|---|
| Distribution agreement | Territorial retail rights | Groups with market access and sales capacity |
| OEM assembly | Built-to-spec supply chain | Businesses needing customised integration |
| Clinical research collaboration | Co-authored evidence building | Clinics with strong protocols and documentation |
| Training franchise | Accredited education centre | Teams with teaching capability |
| Marketing partnership | Joint campaign engine | Clinics wanting reach without full channel expansion |
Five common partnership structures
Distribution agreements
This is the easiest model for most managers to understand. A partner represents and sells a product range within a specific area or customer segment. The clinic or business doesn't just use the technology. It helps move it into the market.
This resembles a retail franchise in one important way. The brand, systems, and support framework come from the supplier, while the local execution depends on the partner. If your strength is relationships, regional presence, and commercial follow-through, this model can fit.
OEM assemblies
OEM assembly partnerships sit further upstream. Here, a business incorporates components or systems into a broader offer. The appeal is specialisation. Instead of selling a standard package alone, the partner shapes a solution around a defined treatment or market need.
This model suits organisations with technical confidence and operational discipline. It's less about front-desk demand generation and more about process, integration, and service design.
Clinical research collaborations
Some clinics don't want to become a reseller or training centre. They want to build authority. A research collaboration supports that goal by pairing clinical use with structured evidence gathering, treatment refinement, and documented outcomes.
The analogy here is simple. It works like co-developing a reputation asset. The clinic contributes real-world treatment execution and disciplined records. The supplier contributes technology, protocols, and a framework for evaluating use.
Clinics often underestimate how powerful structured evidence can be. Even without publishing formal studies, better documentation improves staff confidence, treatment consistency, and patient conversations.
Training franchises
This structure turns expertise into a service line. Instead of earning only from procedures, the partner also delivers education. That can include onboarding practitioners, running authorised courses, or offering practical certification pathways where permitted.
The commercial logic is different from a standard treatment model. Your team becomes both operator and educator. That requires a stronger process culture, because every inconsistency in your own methods gets passed on to students.
Marketing partnerships
Marketing partnerships are lighter in infrastructure but still meaningful. They involve joint campaigns, co-branded education, referral activity, launch support, or audience-building projects. For clinics that want to test new treatment demand without taking on a bigger structural role, this can be a sensible first step.
If you'd like to understand how partner ecosystems are sometimes structured in other sectors, the Growform partners programme is a useful example of how organisations formalise referral and collaboration pathways without making every partner a distributor.
How to choose the right fit
Most clinics don't need every partnership type. They need the one that matches today's bottleneck.
Use this decision filter:
- If your issue is market differentiation: A clinical or marketing partnership may make more sense than a sales-led one.
- If your issue is geographic growth: Distribution or localisation structures are usually more relevant.
- If your issue is staff capability: Training-led models deserve closer attention.
- If your issue is treatment system design: OEM-style collaboration may be the stronger fit.
A common mistake is chasing the largest-looking opportunity instead of the most executable one. The right partnership is the one your clinic can support operationally from month one.
Benefits and Business Case for Partnerships
A clinic signs a promising partnership, orders equipment, briefs the team, and expects revenue to start flowing within weeks. Three months later, the full picture appears. Staff are still learning the treatment workflow. Marketing has to be rewritten to fit local advertising rules. Consent forms need updating. Service coverage, consumables, and scheduling assumptions were too optimistic. The partnership did not fail because demand was weak. It struggled because the business case counted device revenue and ignored enablement costs.
That is the right starting point for evaluating partnership opportunities with Omega Lasers. In aesthetics, return rarely comes from one dramatic gain. It usually comes from several smaller improvements working together. Faster launch timing, fewer operational delays, stronger treatment consistency, shared marketing support, and lower rework all affect margin. So do the hidden costs that many partnership guides skim past, especially onboarding time, compliance preparation, and staff utilisation during ramp-up.
That is why a partnership decision works best as an operating model decision. Price matters, but execution costs matter just as much.
De onde vem o retorno
A useful way to read partnership ROI is to separate visible return from hidden return.
Visible return is easy to spot. It includes treatment revenue, new patient acquisition, and broader service mix. Hidden return is quieter, but often more important over 12 to 24 months. It includes fewer setup mistakes, faster protocol standardisation, less downtime caused by poor handover, and less management time spent solving preventable issues. A clinic that gets these basics right often outperforms a clinic that negotiated a lower upfront cost but had to build every support process itself.
Partnerships also change risk distribution. That point is often missed. If your clinic handles training design, launch planning, technical troubleshooting, compliance preparation, and after-sales communication alone, every delay lands on your payroll. If the partnership includes structured support in those areas, your team can spend more time treating patients and less time inventing systems under pressure.
Local support structures can also improve the business case, but the reason is broader than shipping cost alone. Shorter service loops, clearer accountability, easier access to parts or technical guidance, and better alignment with local documentation expectations can all reduce friction. For clinic managers, the practical lesson is simple. A partnership model with stronger in-country support can produce a healthier margin than a cheaper model that leaves your team carrying the operational burden.
Comparing partnership value
Different partnership structures create value through different levers. The easiest way to assess them is to ask what each one improves first, and what it demands from your clinic in return.
- Distribution arrangements: These can speed up access to new treatments and product lines. They also require sales discipline, stock planning, and clear post-sale support ownership.
- Research collaborations: These can strengthen treatment credibility and improve protocol consistency. They also require documentation habits, patient follow-up discipline, and careful scope control.
- Training partnerships: These can turn clinical expertise into a revenue stream and a positioning asset. They also require instructor readiness, repeatable teaching materials, and quality control.
- Marketing partnerships: These can reduce campaign development time and improve launch coordination. They also require message approval processes, compliant claims, and budget alignment.
- Localisation models: These can improve service responsiveness and operating efficiency. They also require more planning, stronger process control, and a realistic view of scale.
A useful analogy is to treat each model like a different floor plan for the same building. The square metres may look similar on paper, but the daily flow changes depending on where the doors, storage, and service passages sit. Partnerships work the same way. Two options can look equally attractive in a proposal and still produce very different demands on staff time, compliance work, and cash flow timing.
| Partnership model | Main economic lever | Main managerial question |
|---|---|---|
| Distribution | Revenue access | Can we sell and support this consistently? |
| Research | Credibility and consistency | Can we document outcomes and follow protocol reliably? |
| Formação | Expertise monetisation | Can our team teach to a repeatable standard? |
| Marketing | Demand generation | Can we communicate the treatment clearly and compliantly? |
| Localisation | Cost control and service responsiveness | Do we have the scale and process maturity for a deeper structure? |
The cheapest option can become the most expensive one if it pushes setup work, compliance preparation, and support delays back onto the clinic.
A smarter way to test viability
A sound business case should survive ordinary problems. Slower onboarding. Staff turnover. Lower-than-expected utilisation in month one. Extra time spent on treatment protocols and documentation. These are not edge cases. They are common launch conditions.
That is why break-even planning matters. A clinic manager should model the partnership against staffing capacity, expected treatment volume, training hours, service dependencies, consumables, and ramp-up time. A practical starting point is Omega Lasers' break-even analysis guide, which helps frame the commercial assumptions before a clinic commits to a structure that looks attractive only in a best-case scenario.
A strong partnership usually becomes stronger under scrutiny. If the numbers still work after you include onboarding effort, compliance preparation, and enablement costs, the opportunity is far more credible.
Eligibility and Regulatory Considerations
A clinic can approve the budget, choose the treatment category, and line up staff interest, then still watch the partnership stall before the first patient is booked. The usual reason is not demand. It is eligibility. The structure of the business, the status of the device, and the credentials of the people operating it all have to fit together.
That makes this section less like a sales checklist and more like pre-flight clearance. If one item is missing, the launch does not leave the ground.
Eligibility starts before device discussions
Some partnership structures tie into public-sector or development-linked requirements, especially where supplier development, expansion funding, or formal enterprise support is part of the model. In those cases, ownership profile, legal entity setup, and the intended commercial pathway matter early.
The earlier version of this section cited a specific ownership percentage under a dtic programme without linking to a source that stated that figure directly. That kind of mismatch creates risk on its own. If your clinic is considering a state-aligned structure, the safer approach is to verify the exact qualifying thresholds in the relevant official programme guideline before the commercial model is drafted. A manager should treat that step the same way they treat consent forms. Assumptions made early become expensive corrections later.
A related issue is market-access proof. Some partnership programmes do not accept general promises about future support. They expect a real route to revenue, such as a documented off-take arrangement, channel access plan, or supplier development structure that can be tested.
Regulation has three moving parts
Clinic managers often focus on the device because it is visible and expensive. Regulators do not stop there. In practice, the launch depends on three separate checks. The business entity must be valid. The specific device model must be properly registered or licenced for the intended use. The operator must hold the right credentials and training for the procedures being offered.
That distinction matters.
A compliant device in the wrong legal entity is a problem. A properly formed company using an unapproved model is a problem. A clinic with both in place, but with weak operator documentation, is still exposed. The partnership only works once all three pieces line up.
The hidden hurdle is model-level approval
One of the most common misunderstandings is treating approval as a brand-wide status. It does not work that way. Where local rules require model-specific licensing or registration, each device model has to stand on its own record. If a supplier carries several systems in one category, one approved model does not automatically cover the rest.
Managers should ask a plain question during due diligence: which exact model is being placed, and what local documentation exists for that exact model?
That sounds basic, but it prevents a costly category error. It is the regulatory version of checking a treatment protocol against the exact handpiece, not just the machine family.
Due diligence needs documents, not verbal reassurance
Many clinics often lose time. Commercial conversations move quickly because everyone can see the upside. Compliance checks move slowly because they depend on paperwork, cross-checking, and occasionally uncomfortable questions.
Before activation, teams should verify company registration details, good standing, practitioner scope, training records, and the documents tied to the actual device being installed. A structured process such as credential verification for clinic partnerships helps surface missing items while they are still fixable.
The overlooked cost is time from managers, clinicians, and admin staff. Someone has to collect certificates, confirm identities, review scope of practice, match documents to equipment, and keep an auditable record. That is enablement work, even if it does not look like marketing or training.
Common friction points include:
- Ownership assumptions: The proposed entity may not meet the requirements of a development-linked partnership structure.
- Device confusion: Teams may assume one approval covers a whole product range.
- Paperwork lag: Company records, practitioner documents, or registration files may trail behind the commercial timeline.
- Operator-readiness gaps: A clinic may have clinical interest in the treatment, but not enough documented competence for a safe launch.
A good rule is simple. Do not treat regulatory review as a final signature step. Treat it as part of qualification. That approach answers two questions clinic managers usually ask first: can we legally activate this partnership, and what extra time and admin cost should we expect before revenue starts?
Support and Enablement Services
A clinic can sign a partnership agreement, schedule installation, and still be weeks away from a safe, revenue-ready launch.
That gap matters. Managers often treat support as a courtesy that begins after the device arrives. In practice, support is the operating system around the device. It covers who can treat, how quickly staff become consistent, what happens when a booking coordinator gets a difficult patient question, and how faults or service delays affect the diary. If those pieces are weak, the machine can sit in the treatment room like an expensive instrument without a full orchestra behind it.
Support also has a hidden compliance side. Training is not only about button clicks and treatment settings. It also affects documentation quality, consent conversations, photography standards, escalation steps, and whether new staff can be brought up to the same standard without improvisation. Clinic managers who miss that point often discover that cost sits in repeated corrections, slower ramp-up, and avoidable schedule disruption.
Why enablement needs a real operating budget
A new treatment category usually creates work in four places at once. Front desk scripts change. Consult workflows change. Clinical protocols change. Post-treatment follow-up changes.
That is why enablement should be budgeted like fit-out or staffing, not treated as a soft extra. A useful comparison is a new room opening in your clinic. The laser may be the headline asset, but the room does not earn properly until the furniture, processes, people, and checklists are in place. Partnership support works the same way.
For aesthetic clinics, the overlooked cost is often management time. Someone has to schedule training, monitor competency, update SOPs, adjust pricing logic, brief reception teams, and track service issues. None of that appears on the device invoice, but all of it affects time to first revenue and consistency after launch.
What good support looks like in practice
Good support covers clinical readiness, commercial readiness, and service continuity. If one is missing, performance drops. A team may know how to deliver the treatment but struggle to explain it clearly in consultations. Or the clinic may generate demand before staff are fully consistent, which creates rework and patient hesitation.
A practical enablement structure usually includes:
- Formação de operadores: Initial instruction, supervised use, and a repeatable way to train future hires.
- Protocol support: Clear treatment frameworks, documentation expectations, and guidance on when to escalate or pause.
- Technical service access: Defined fault reporting, maintenance planning, and realistic response times.
- Commercial setup: Help with treatment packaging, pricing logic, consultation talking points, and launch planning.
- Patient communication tools: Marketing and educational materials that reduce guesswork for the team.
- Post-installation follow-through: Ongoing check-ins after activation, not only support during the sale.
For clinics assessing service depth, a page such as after-sales service support expectations is useful because it turns a vague promise into specific operational questions.
Omega Lasers is relevant here as a factual example. The company supplies medical-aesthetic platforms and pairs them with training, technical support, marketing support, business development guidance, and a clinic finder. For a clinic manager, the fundamental question is not whether support exists on paper. It is whether the partner has defined who trains whom, what happens after installation, how issues are logged, and how long it typically takes for the clinic team to reach stable delivery.
The simplest test is this. If a partnership requires your staff to change behaviour, add documentation, answer new patient objections, and maintain a treatment safely over time, support is part of the offer itself, not an optional extra.
Real World ROI Examples and Case Snippets
A clinic can buy a promising device, launch a new treatment menu, and still miss its return target. The usual reason is not weak demand. It is friction that was priced badly at the start. Consent updates take longer than expected. Staff need more supervised practice. A regulator-facing document pack needs tightening before promotion or rollout. The partnership that looked profitable on a spreadsheet can stall in the first 90 days if those hidden costs were never counted.
That is why good ROI examples in aesthetics need a wider lens. Revenue matters, but so do delay risk, rework, and the cost of getting a treatment safely into routine use.
Case snippet 1. Established clinic adding a new platform
Consider a dermatology-focused clinic with steady foot traffic and an experienced team. It adds a compliant multi-wavelength platform to expand indications and lift average revenue per patient. On paper, the upside looks simple: more services, more bookings, better equipment use.
In practice, the return depends on four less visible variables. First, how many operators need training before the diary can open at useful capacity. Second, whether consultation scripts and consent wording need revision for the new indications. Third, how many model treatments or supervised cases are needed before the team reaches consistent delivery. Fourth, whether local advertising claims need review so the clinic does not create a compliance problem while trying to fill the book.
Those costs work like commissioning costs in a new treatment room. They do not always appear in the purchase price, but they shape the payback period.
A well-structured partnership with Omega Lasers can improve the picture because the clinic is not building every protocol, training sequence, and service response path from scratch. The return comes from faster time to competent delivery, fewer avoidable pauses, and better treatment consistency once patients start cycling back for follow-up sessions. For a manager, that often matters more than a headline promise about growth.
Case snippet 2. Mobile or satellite service model
A mobile provider or multi-site operator faces a different economics model. The question is rarely, "Can this treatment sell?" The harder question is, "Can this treatment travel well, stay compliant across locations, and produce repeatable results with the staff and infrastructure we have?"
Here, ROI can erode through logistics rather than lack of interest. Portable setup requirements, power considerations, transport protection, calibration checks, and operator scheduling all add cost. So does variation in how consultations are documented from one site to another. If one branch follows the protocol tightly and another improvises, the brand absorbs the inconsistency.
The right partnership helps standardise the moving parts. That includes training expectations, treatment parameters, maintenance discipline, and escalation rules when a case should be deferred or reviewed. For a mobile or satellite model, standardisation is the margin protector.
What managers should measure before calling a partnership profitable
A sensible ROI review in aesthetics should track more than treatment sales:
- Time from installation to first billable treatment
- Time from first treatment to stable weekly utilisation
- Training hours per operator, including supervised cases
- Cost of revised consent forms, SOP updates, and compliance checks
- Rebooking rate after the first treatment cycle
- Downtime, service interruptions, and cancelled appointments linked to technical issues
- Refunds, complaints, or remedial time linked to inconsistent outcomes
These measures give a truer picture of return because they capture enablement cost, not only demand.
One simple analogy helps here. Buying the device is buying the aircraft. Earning the return depends on crew training, maintenance discipline, flight plans, and clearance to take off. Clinics that model only ticket sales usually overstate profit.
The strongest case snippets, then, are the ones that match your operating reality. A single-site medical clinic, a salon-led aesthetic business, and a mobile provider can all succeed under a partnership model. Each one just carries a different mix of regulatory checks, onboarding effort, and time-to-revenue.
Onboarding Process and What to Expect
A clinic manager signs the agreement, books a launch date, and expects treatments to start soon after delivery. Then the bottleneck appears. Operator credentials need checking, consent documents need updating, the room layout needs sign-off, and someone has to own escalation if a device issue interrupts the first treatment week. Onboarding works more like opening a new theatre list than receiving a new piece of furniture. The equipment matters, but readiness around the equipment determines whether revenue starts on schedule.
That is why onboarding with Omega Lasers should be treated as an operational build, not an admin task. The hidden work often sits in regulatory fit and enablement cost. Those are the parts standard partnership guides tend to skim over.
The six stages most clinics move through
A practical onboarding sequence usually includes six stages, but the order only works if each stage clears the risk that belongs to it.
Initial enquiry
The clinic outlines its commercial goal, service mix, staffing model, and intended use case. A single-site medical practice, a salon-led operator, and a mobile setup can all ask for a partnership, but their onboarding path will not look the same.Capability assessment
Omega Lasers reviews whether the clinic has the operating base to support the device. This includes staff availability, likely treatment demand, room suitability, and who will manage day-to-day ownership after installation.Regulatory checks
This is often the stage that slows timelines. The review may include operator credentials, scope-of-practice questions, clinic documentation, treatment protocols, consent wording, and whether the planned service can be offered in the way the clinic expects. A good partnership process surfaces these points early, before stock is booked and launch dates are promised to patients.Contract finalisation
The agreement should state more than price and delivery. It should spell out training scope, service response expectations, maintenance responsibility, consumables if relevant, and who supports the clinic when a clinical or technical question sits outside routine use.Formação de operadores
Training is the point where paper readiness becomes treatment readiness. Staff need enough instruction to use the device correctly, recognise when a case should be deferred, and follow the clinic's approved protocol without improvising under pressure.Go-live and post-launch support
Installation is only the start of activation. The first treatment window often includes supervision, small process corrections, booking adjustments, and technical queries that only appear once real patients enter the system.
What to prepare before day one
The most common onboarding delays are usually not caused by shipping. They come from incomplete readiness inside the clinic. In practice, clinics often find that one missing item holds up the entire launch. A trained operator is not available on the planned days. Consent forms still reflect the old treatment menu. The treatment room needs changes for safe use. No one has defined who approves exceptions.
A simple way to view it is to separate readiness into four boxes. People, paperwork, premises, and process. If one box is empty, the launch is incomplete.
Prepare these items early:
- Operator readiness: Confirm exactly who will perform treatments, what training they already hold, and whether additional instruction or supervised cases are needed before go-live.
- Compliance documents: Gather business records, registration details, treatment protocols, consent forms, aftercare materials, and any internal SOP updates that need review.
- Treatment room setup: Check space, power, storage, patient flow, eye protection arrangements, signage if required, and whether the room can support the treatment safely and consistently.
- Launch ownership: Assign responsibility for bookings, patient messaging, finance approvals, escalation contacts, and first-week issue logging.
One point often causes confusion. A signed agreement does not mean a clinic is ready to market appointments. Commercial activation and compliant activation are related, but they are not the same thing. Managers who separate those two dates usually plan better and avoid staff pressure later.
Set expectations for the first few weeks as well. Early activity often includes adjusting appointment lengths, refining consultation language, confirming treatment parameters, and clarifying when support should be contacted. That is normal. A stable launch looks less like a switch being flipped and more like a service line being commissioned in controlled stages.
Conclusion and Next Steps
The most useful partnership opportunities aren't the ones with the most polished presentation. They're the ones that remain sensible after you examine the hidden layers. Compliance. operator readiness. after-sales support. training depth. launch discipline. commercial fit. Those are the factors that turn a treatment expansion into a functioning revenue stream.
For aesthetic clinics, that's especially important because lasers and energy-based devices sit at the point where commercial ambition meets patient safety. A proposal that ignores regulatory detail or enablement costs can look affordable while creating delays, staff stress, and uneven results. A better partnership model acknowledges the whole operating reality.
The strongest decisions usually come from three habits. First, match the partnership type to your actual business goal. Second, test the economics beyond the purchase price. Third, verify whether your clinic can activate the service legally and confidently from the start.
If you're comparing options, don't only ask what you'll receive. Ask what your clinic must be ready to do. That question often reveals whether the partnership is practical now, premature, or worth redesigning.
A clinic that gets this right doesn't just add a device. It adds a controlled system for treatment delivery, staff development, and repeat business. That's where the long-term value sits.
If you're evaluating partnership opportunities and want a clearer view of compliance, onboarding, and commercial fit, visit Lasers Omega for a personalised assessment and further education on aesthetic device partnerships.