Five examples, most recent first. Each opens to the challenge, my role, and the outcome.
HealthEquity · Associate Vice President, Product Marketing
Building a new market: Individual & Family Plans
Took a company built on employer-sponsored benefits into a consumer category. Paid media converted to enrollment at 32% at a $50 CAC, and joint funnel work with Product more than doubled conversion.
Read the full case: challenge, approach, role, and outcome
- Challenge
- Establish a consumer category for a company built on employer-sponsored benefits, with acquisition running through both direct channels and distribution partners.
- Approach
- Set category strategy, positioning, and audience segmentation. Ran direct acquisition through paid search, paid social on Facebook and Instagram, and direct mail with three key partners while enabling partners to sell, and worked with Product to find and fix the points where prospects dropped out of the enrollment funnel.
- My role
- Led the work through the Product Marketing organization and aligned Product, Sales, and partner teams on messaging, readiness, and measurement.
- Outcome
- Conversion more than doubled, and partner-acquired enrollment ran ahead of forecast. Paid media converted to enrollment at 32% at a $50 CAC, including agency creative and media spend.
Conversion gains came from joint Product and Marketing funnel work.
Unum · Associate Vice President, Digital Experience, Product Marketing & Digital Adoption
Moving members to digital self-service and care
Moved employers, brokers, and members to self-service at the same time. Electronic claims adoption rose 23.3 percentage points and service requests fell 23%.
Read the full case: challenge, approach, role, and outcome
- Challenge
- Unum's members reached its digital tools through their employers and brokers, so adoption depended on three audiences moving at once, and every claim or payment handled by phone added service cost.
- Approach
- Built an omnichannel lifecycle framework that segmented employers, brokers, and members and gave each the product education to move to self-service. Ran HubSpot automation in production for MyUnum app adoption and digital claims submission, and used adoption reporting with Product and Analytics to decide which journeys to fix first. Carried each program through employer communications, lifecycle email, SMS, and push.
- My role
- Led product marketing and digital adoption for employer, broker, and member audiences, working with Product, Analytics, and employer-facing teams.
- Outcome
- Digital payments rose 36.9% and electronic claims adoption rose 23.3 percentage points, while service requests fell 23%. In the Meru Health behavioral health journey, moving a self-assessment after the "Book a Therapist" step lifted completion 68%.
Payments and claims results came from joint Marketing, Product, and Analytics work.
Anthem (now Elevance Health) · Senior Director roles in Exponential Technologies and Virtual Care
Taking virtual primary care from pilot to scale
Proved virtual primary care in a 1.9M-member pilot, with a 50x increase in virtual care utilization, then cleared the registration barrier from 46% to 80% as it scaled to Anthem's 12.1M eligible members.
Read the full case: challenge, approach, role, and outcome
- Challenge
- Show that members would use a new digital-first care model before it scaled, then launch it under the pressure of COVID, effectively testing in a live environment.
- Approach
- Led product and digital marketing for Sydney Care, a standalone virtual primary care app, through a 1.9M-member pilot measured on downloads, engagement, and conversion to care. Used AppsFlyer for attribution and personalized each member's next step with a Next Best Action program; in an Adobe Target A/B test, members who received it engaged with virtual primary care 38% more than the control group. When registration trailed app opens at launch, led a cross-functional team with Product, IT, and Analytics that fixed one-time passcode failures under server load and, with Legal, moved required disclaimers from registration to virtual care enrollment.
- My role
- Across two Senior Director roles, led product and digital marketing for the startup-style innovation unit, then member engagement for virtual care in the Consumer & Specialty Division.
- Outcome
- The pilot produced a 50x increase in virtual care utilization and 70% growth in app adoption, and Sydney Care ranked No. 1 in the App Store Health Care category. The pilot supported an $8.1M launch investment. Registration rose from 46% to 80%, and virtual primary care moved into Sydney Health and scaled to Anthem's 12.1M eligible members, where the program delivered $4 PMPM savings.
$4 PMPM is a program-level outcome. Utilization and registration gains came from joint Marketing, Product, IT, and Analytics work.
Accenture · Director, Campaign Management & Digital Marketing
Building a global marketing capability
Built a campaign capability for Accenture Strategy, then was promoted to scale it across all five Accenture businesses with a 26-person global team.
Read the full case: challenge, approach, role, and outcome
- Challenge
- Reach senior enterprise decision-makers and buying committees, and give leadership a clear view of how marketing engagement turned into leads and pipeline.
- Approach
- Built integrated B2B demand generation and account-based marketing around enterprise buying committees, backed by a digital content strategy for C-suite audiences. Developed a marketing automation framework for segmentation and automated journeys, with Tableau and executive dashboards tracking campaign performance by region and customer segment through to lead performance and pipeline.
- My role
- Built and led the digital activation and campaign management team for Accenture Strategy. Because of its success, I was promoted to apply that model across all five Accenture businesses, where I built and led a 26-person global organization accountable for marketing operations, automation, resource allocation, and performance.
- Outcome
- For Accenture Strategy, the digital content strategy drove a 7x year-over-year increase in engagement with C-suite executives.
McKesson · Executive Director, Digital Marketing
Connecting enterprise marketing to pipeline
Gave Marketing and Sales one view of enterprise demand. $100M+ in marketing-influenced pipeline, associated with 24 contracts closed within 12 months.
Read the full case: challenge, approach, role, and outcome
- Challenge
- Support enterprise healthcare technology sales with long, multi-stakeholder buying cycles, where marketing had to earn attention early and stay useful to Sales through the decision.
- Approach
- Led analytics-driven go-to-market, with the websites, content, search, and omnichannel programs behind demand generation and retention. Led the procurement of Pardot and its integration with Salesforce so Marketing and Sales worked from the same lead data.
- My role
- Led enterprise digital marketing strategy and execution in partnership with Sales.
- Outcome
- $100M+ in marketing-influenced pipeline, associated with 24 closed enterprise contracts within 12 months. Lead conversion accelerated 30%, and organic traffic grew 27%.
Pipeline reflects marketing influence on enterprise deals, not sole attribution.
