Digital health growth is a different kind of hard
In most digital health companies the product is strong and the go-to-market never catches up, leaving marketing to generate demand across four audiences, in a regulated category, on runway. Here's how that shows up.
The story keeps shifting
The pitch to investors, providers, and patients are all different, with no single narrative underneath, so every deck and landing page starts from scratch.
Acquisition works but doesn't compound
One channel is driving signups, but nothing connects into a system, so when it slows there's no backup and no clear line from spend to revenue.
The team is stretched across too many motions
Two or three people are running B2B outreach, B2C acquisition, content, partnerships, and product marketing at once, so nothing gets the focus it needs.
Marketing and clinical ops aren't in sync
Marketing drives volume the onboarding isn't ready for, so patients drop off and interested providers never hear back, with the leak sitting downstream of what marketing can see.
The board wants answers marketing can't give yet
CAC, lifetime value, provider sales cycle, pipeline: the questions come up every meeting while the measurement to answer them is still being built.
More than one of these means the problem is structural, and more campaigns only widen the gap.
What I build for digital health companies
The strategic and operational layer that makes everything your team does more focused, more measurable, and tied to revenue.
Positioning and Narrative
One narrative that flexes across patients, providers, payers, and partners without splintering into four different messages.
Go-to-Market Strategy
A sequenced entry plan, channel mix, and milestones, so the team goes deep instead of scattering across five markets and twelve tactics.
Patient Acquisition and Lifecycle
The full funnel from awareness to activation to retention. At ViuHealth I took onboarding conversion from 5% to 30% by aligning marketing, product, and clinical.
Provider and Partnership Growth
The B2B motion that turns a signed partner into patient volume, because activation, not the signature, is where the revenue lives.
Measurement and Growth Infrastructure
CRM, attribution, and dashboards built on the metrics your board asks about: CAC, activation, retention, LTV, and pipeline by source.
Team and Operating Cadence
The weekly rhythm, priorities, and cross-functional alignment that get marketing building instead of reacting, plus hiring help when you grow.
Built for a specific kind of digital health company
You're venture-backed or growth-stage, with a product that works and early traction, past "does anyone want this" and into "how do we grow it efficiently and prove it.".
You sell to more than one audience, whether that's patients, providers, health systems, or payers, and juggling the messages, channels, and buying cycles is starting to slow you down.
Your marketing team is one to five people, good at executing but missing the strategy, systems, and cadence that turn activity into compounding growth.
This probably isn't the right fit if you need someone to run paid or produce content full time. I build the strategy around that work, and for pure execution I'll point you to a strong agency or a senior IC.
Let's talk about what's slowing your growth
Give it twenty minutes and tell me where growth is getting stuck. You'll leave knowing whether this is the right kind of help, even if we never work together.