How Hamaspik of Kings County Built a Trust-Driven Growth Engine to Reach New Communities

The problem

Hamaspik had hit a growth ceiling. As a nonprofit providing special needs and mental health services through government-funded programmes, their model was fundamentally different:

• Clients don’t pay

• They choose a provider

• Trust, not price, drives decisions

Historically, growth had come from either word of mouth within the Orthodox community, referrals from care managers, or their established reputation in specific local networks.

And it worked. Until it didn’t.

As they expanded geographically and into new communities, that model began to limit growth. They knew that around 80% of enquiries already knew the organisation, but organic discovery was limited, and consequently, their website was underutilised as a growth channel.

They didn’t need more awareness within their existing network, but instead to reach people who had never heard of them before. If they didn't evolve their approach, growth would remain dependent on referrals and expansion into new communities would slow. This would also impact the sales function, who would ultimately lack direction without fundamental change.

As Bassi put it: "The goal was to “bring complete strangers off the street onto the website and calling the office.”

Hamaspik had already discovered Endless Customers (formerly They Ask, You Answer). They believed in the philosophy.

But they were stuck on one key challenge: How do you apply these principles in a nonprofit where no one is buying anything?

My role was to adapt the Endless Customers framework to their unique model:

• No transactions

• Government-controlled services

• Multiple audience types (families, care managers, communities)

And build a system around trust, education, and qualification, not selling.