Healthcare SaaS Client Marketing System (Telehealth Platform)
Role: Director of Client Marketing | Industry: Healthcare SaaS / Telehealth | Scope: B2B platform supporting B2C patient acquisition
The Context
This company was a fast-growing healthcare SaaS platform serving functional and integrative medical practices across the U.S. The platform supported clinics with marketing, patient acquisition, and lifecycle communication, all within a highly regulated and sensitive healthcare environment.
Growth was strong, but the marketing function was under pressure. The team was managing 15+ concurrent client accounts, each with different specialties, messaging constraints, and performance goals. Strategy existed, but execution was fragmented. Reporting was inconsistent. Clients wanted clarity, confidence, and results and the internal team needed a system to deliver all three at scale.
The Problem
There were three core challenges:
Lack of a repeatable client marketing system: Each client required a bespoke approach, but there was no standardized framework to guide strategy, execution, or reporting.
Disconnected teams and workflows: SEO, paid media, web, content, and design were all operating in parallel, without a single source of truth for priorities, timelines, or performance.
High-stakes messaging with limited margin for error: Marketing had to convert while remaining compliant, empathetic, and aligned with healthcare regulations — especially when translating B2B strategy into B2C patient-facing content.
Results & Impact
Improved operational efficiency across 15+ active client accounts
Increased clarity and confidence for both clients and internal teams
Reduced friction between strategy and execution
Built a scalable model that allowed the platform to support growth without sacrificing quality or trust
While specific metrics varied by client and specialty, the overarching outcome was a more predictable, transparent, and effective client marketing engine, one that balanced performance with the sensitivity required in healthcare.
My Role
I stepped in as Director of Client Marketing, owning both strategy and execution oversight.
I was responsible for:
Leading cross-functional teams across SEO, paid ads, web, content, and design
Acting as the primary point of contact for clients
Defining KPIs tied to acquisition, retention, and ROI
Building systems that could scale without sacrificing quality or trust
I was embedded in day-to-day decision-making, delivery, and optimization.
The System I Built
Execution Highlights
Designed and launched integrated marketing campaigns across paid media, social, email, and web
Built and optimized landing pages, funnels, and lifecycle email sequences
Implemented CRM workflows and automated lead nurturing to improve speed-to-lead and conversion rates
Managed and grew social media presence across Instagram, TikTok, Facebook, YouTube, and LinkedIn
Oversaw creative production including video, graphics, and photography
Presented performance insights and strategic recommendations directly to founders and executives.
Strategy & Clarity
The first priority was removing ambiguity, for clients and for the internal team. Growth was being limited not by effort, but by unclear expectations and inconsistent strategic framing.
I built a standardized strategy layer that still allowed for client nuance:
- Created a repeatable onboarding and discovery framework that clarified goals, constraints, and success metrics upfront
- Defined what “good” looked like by client type and specialty, so teams weren’t reinventing strategy for every account
- Translated high-level business objectives into concrete marketing priorities across acquisition, retention, and lifecycle
This ensured every campaign, funnel, and piece of content could be traced back to a clearly articulated goal. Clients knew what we were optimizing for, and teams knew why they were executing what they were executing.
The result was fewer reactive decisions, stronger client confidence, and faster alignment across stakeholders.
Execution & Accountability
Once strategy was clear, the next bottleneck was execution consistency. Work was getting done, but delivery relied too heavily on individual effort rather than systems.
I focused on building execution infrastructure that scaled:
- Unified workflows across SEO, paid media, web, content, and design so teams were working from the same source of truth
- Established clear ownership for deliverables, approvals, and timelines to eliminate gray areas and dropped balls
- Introduced QA checkpoints to protect brand voice, compliance, and accuracy before anything went live
- Created feedback loops so revisions were purposeful, not endless
The goal was not speed at all costs, it was reliable, repeatable output at a high standard. This reduced rework, improved cross-team trust, and allowed the team to manage 15+ concurrent client accounts without chaos.
Measurement & Optimization
The final pillar was measurement, not as reporting theater, but as a decision-making tool.
I implemented a performance framework that connected activity to outcomes:
- Built dashboards that surfaced acquisition, engagement, and retention metrics in a way clients and teams could actually understand
- Established consistent reporting cadences so performance was reviewed proactively, not defensively
- Used data to prioritize creative testing, funnel improvements, and resource allocation
- Identified patterns across clients to refine strategy at the portfolio level, not just account by account
This shifted the culture from “what did we do?” to “what’s working, what isn’t, and what do we do next?”
The result was a marketing function that could adapt quickly, communicate clearly, and continuously improve, without burning out the team or overwhelming clients with noise.
Results
Key Takeaways
Once strategy was translated into simple systems that were easy to repeat and understand in terms of ownership and success criteria, execution speeded up right away.
Accountability is best achieved by building it into the process rather than relying on meetings. Once systems made it clear who was responsible for what, quality improved without the need for micromanagement. In turn, the team was able to focus on improving quality instead of trying to achieve tasks.
The biggest growth came from making marketing an operating system instead of a set of tactics. Once creative, funnel performance, and reporting were connected to real decisions, data stopped being defensive and became directional. That intersection of operations and marketing is where scale feels intentional instead of chaotic.