The New BLVD Centers

BLVD Centers has a new and aggressive growth plan to take advantage of the fast-growing drug and alcohol rehabilitation services market in the US. With more than 26 million Americans suffering from addiction, the market is still largely underserviced.


By recruiting local partner/operators to develop, operate and manage a local marketing and staffing strategy, the drug treatment centers are effectively run as independent small businesses, which reduces BLVD’s corporate overhead and ensures that the partner/operator can tailor their marketing, as well as staffing model, to the needs of the market.



While treatment protocols are generally standardized around the country, with individual and group therapy being the core of the services, every market has a different patient referral culture and service expectation from staff.

From Florida to California to Oregon or Vermont, each market is unique in the way patients choose the centers where they are treated. Insurance companies differ in each location and staffing requirements may also differ in each market, depending on competition or culture. Patient treatment duration and family involvement also is unique in each market.

The BLVD Centers business model takes advantage of these realities by investing in the local partner/operator, giving them the ability to choose staffing levels and maximize operating margins.


By employing this model, BLVD Centers empowers the partner/operators to drive patient census, as they are marketing experts in their local market, which enhances corporate revenue.

With the decentralization of treatment operations and sales & marketing, the management team is able to focus more heavily on expansion. Also, the business model allows for quicker expansion than previously due to the aforementioned decentralization.

BLVD Centers simply retains a healthy portion of the collected revenues of each center. The percentage depends mostly upon the amount of centralized services the partner/operator will need from BLVD Centers – ranging from the amount of capital needed to start the center to the size of the center to the type of insurance companies the center will accept, there are a number of factors that drive the economics of the agreement.


As part of the model, BLVD Centers does not employ any of the staff at any of the centers – that is left to the partner/operator. Nor does BLVD Centers fund any of the marketing and sales costs to enroll patients to the center. This has significantly reduced corporate costs and allowed BLVD Centers to retain profits.


Partner/Operators are typically well connected to the local addiction market, its referral sources and treatment staff. While they can potentially fill a 30-50 seat outpatient center or a 12-20 bed inpatient center, or both, they often lack some key requisites to be successful in launching and managing their own center.

This is where BLVD Centers steps in and provides:

  • Real Estate or lease-hold acquisition
  • Small initial operating loan (senior secured with a UCC-1 lien)
  • Facility space and comprehensive design, including award-winning décor and functional facility lay-out for both inpatient or outpatient centers
  • Connection to the nationally known BLVD Centers “Sober is Sexy” Brand, as well as brand training and specific insurance reimbursed activities supporting fun in sobriety
  • Ability to leverage a nationally recognized brand with insurance payors
  • Dedicated 24-hour call center for patient intake with highly trained BLVD brand specialists
  • Clinical data services access and support
  • Sophisticated printed and electronic marketing support
  • Operational launch binder with guidance and support
  • Services to quickly navigate complicated licensing and accreditation


The BLVD Centers brand is based upon a central motif to patients: it is fun and hip to be sober and that being sober is attractive to the world around them. This central brand message is reflected in the boutique styling of the centers from the hip, urban décor and health-conscious meals to events such as group drumming, Buddhist meditation and restorative yoga.

This vibe extends toward each center’s staff who treat sobriety as an achievement and honor which should be regarded with respect as well as a bit of swagger.
















Forward Looking Statements
Certain statements contained in this website constitute "forward-looking information" as such term is defined in applicable Canadian securities legislation. The words "may", "would", "could", "should", "potential", "will", "seek", "intend", "plan", "anticipate", "believe", "estimate", "expect" and similar expressions as they relate to the Company, including the projections for 2017 related to seats and beds, are intended to identify forward-looking information. All statements other than statements of historical fact may be forward-looking information. Such statements reflect the Company's current views and intentions with respect to future events, and current information available to the Company, and are subject to certain risks, uncertainties and assumptions. Material factors or assumptions were applied in providing forward-looking information, including: insurance reimbursement remains at levels similar to today, census levels and patient demand remains strong, partners operate their locations profitably, partners reimburse the Company for any and all working capital loans, additional corporate overhead is not needed). Many factors could cause the actual results, performance or achievements that may be expressed or implied by such forward-looking information to vary from those described herein should one or more of these risks or uncertainties materialize. These factors include, without limitation, changes in law, the ability to implement business strategies and pursue business opportunities, state of the capital markets, the availability of funds and resources to pursue operations, decline of reimbursement rates, dependence on few payors, possible new drug discoveries, a novel business model, dependence on key suppliers, granting of permits and licenses in a highly regulated business, competition, difficulty integrating newly acquired businesses, the outcome and cost of any litigation with insurance providers, low profit market segments, as well as general economic, market and business conditions, as well as those risk factors discussed or referred to in Convalo's annual Management's Discussion and Analysis for the year ended February 29, 2016, filed with the securities regulatory authorities in certain provinces of Canada and available at Should any factor affect Convalo in an unexpected manner, or should assumptions underlying the forward looking information prove incorrect, the actual results or events may differ materially from the results or events predicted. Any such forward-looking information is expressly qualified in its entirety by this cautionary statement. Moreover, Convalo does not assume responsibility for the accuracy or completeness of such forward-looking information. The forward -looking information included in this website is made as of the date of May 30, 2017 and Convalo undertakes no obligation to publicly update or revise any forward-looking information, other than as required by applicable law. Convalo's results and forward-looking information and calculations may be affected by fluctuations in exchange rates. All figures are in Canadian dollars unless otherwise indicated.