Case study · 04

Healthcare Digital Marketing

Uniting product and marketing to turn a disconnected roadmap into measurable growth.

Client
Steelgem
Year
2023–2024
Role
Director of Product Design
Tags
Product strategy · GTM · Growth
Two arcs converging into a tangerine arc, product and marketing merging into one motion

Context

Steelgem, a healthcare digital marketing company, had built a strong product but growth was lagging behind product quality. Product and marketing operated in parallel rather than in concert, and leadership needed a single owner to align vision, roadmap, and go-to-market.

Problem

Steelgem's product and marketing teams were operating on separate tracks, with no shared vision, inconsistent messaging, and a growth rate that didn't reflect the quality of what they'd built.

My role

Set a unified product and marketing vision that aligned cross-functional teams around shared objectives. Led go-to-market initiatives, championed iterative releases driven by real user feedback, and built feedback loops that let the team make decisions on data instead of opinion.

Key decisions

A few moves that mattered.

01

A shared product + marketing vision

Replaced two siloed roadmaps with one operating plan, shared OKRs, and a single narrative so every release reinforced the same story.

Two parallel gray roadmap lines converging into a single tangerine line

02

Iterative releases over big-bang launches

Shifted to smaller, faster releases informed by real user feedback, so marketing could test messaging against actual product behavior every cycle.

Stepped release blocks rising along an arc with a tangerine dot marking the current cycle

03

Feedback loops that made data the tiebreaker

Instrumented activation, engagement, and NPS signals and built the rituals (weekly reviews, qualitative research cadence) so decisions ran on data instead of opinion.

Circular feedback loop of charcoal arrows around a tangerine data node

Outcome

40%

Lift in inbound interest

30%

Revenue growth

25%

Increase in monthly active users

23→49

NPS improvement

This is the engagement I point to when founders ask what a founding-designer-level hire actually moves. Not just interfaces, the business.

What I'd do next

Extend the same operating model to customer success and lifecycle, tie NPS movement back to specific product bets, and scale the feedback-loop rituals as the team grows.