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How we grew an independent PK through 8 school from 114 to 320 students.

Crestwell School entered the partnership at 114 enrolled students after five years of declining enrollment, with grade-level pressure across the school. By the 2024-2025 school year the school had grown to 320 students, with seven of ten grade levels at or near capacity, and it serves 330 students today.

114
Students at the start, 2018
320
Students by the 2024-2025 school year
+206
Students added
7 of 10
Grade levels at or near capacity

A strong program the market could no longer see.

Crestwell is an independent, nonprofit PK through 8 school in Fort Myers, Florida. When the partnership began, the school carried 114 students after five consecutive years of enrollment decline, a pattern 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.

Between 2018 and the 2024-2025 school year, EnrollmentGenius rebuilt the school's brand, website, and admissions operation, and the school grew from 114 to 320 students with most grade levels at or near capacity.

What the engagement inherited.

Two structural problems were limiting enrollment at the same time, on opposite sides of the funnel.

A neglected web presence

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.

An outdated enrollment process

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.

A four-part rebuild across brand, acquisition, and operations.

Each component was designed to reinforce the others, and the program was built to measure across every funnel stage.

01 / Web Presence

Full website redesign

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.

02 / Paid Acquisition

Geofenced Smart Bidding

Campaign architecture leveraged Smart Bidding, tight geo-targeting, and audience segmentation around conversion-likely families.

03 / Remarketing

Tiered remarketing audiences

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.

04 / Enrollment Ops

Twelve-touchpoint lead nurturing

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.

Four academic years later.

The numbers below are measured against the position the school held at the start of the partnership.

Enrollment at start (2018)114 students
Enrollment at close (2024-2025)320 students
Enrollment today (2026)330 students
Total students added+206
Grade levels at or near capacity7 of 10
Partnership window2018 to the 2024-2025 school year

Private school enrollment is a long conversation. Start it here.

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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