Patient need
Research concerns, audience segments and reasons someone might seek a particular programme.
SELECTED WORK / HEALTHCARE COMMERCIALIZATION / CANADA
Seven programmes. Seven different reasons to seek care.
At Aroga Lifestyle Medicine, my work was to bring new private-pay healthcare programmes to market with clear patient positioning, thoughtful acquisition journeys and launch plans connected to actual clinical capacity.
JUNE – DECEMBER 2024 · IN-HOUSE MARKETING MANAGER, GROWTH & BRAND STRATEGY
7
Private-pay healthcare programmes launched
5,000+
People on the Women's Health waitlist at launch
120 → 360
Approximate business-wide monthly active patient volume, June–December 2024
01 / THE BUSINESS CHALLENGE
Clinical expertise doesn't automatically create patient demand.
Aroga, a Canadian lifestyle-medicine and wellness provider, was building seven private-pay programmes alongside existing publicly funded care.
Women's Health, Diabetes Remission, the Optimize longevity offering, Iron Infusions, Executive Health Assessments and Restorative Sleep were among the services in development.
Each programme served different needs. Patients needed to understand what it was for, whether it was relevant to them, what the next step involved and why they could trust the care pathway. One generic campaign could not address those distinct questions.
02 / THE PATIENT JOURNEY I HELPED DESIGN
From the first question to a clear next step.
Relevant offer
Explain who each programme is for, the concern it addresses and what patients can expect.
Acquisition path
Coordinate campaigns, content, landing pages and appropriate consultation or enquiry steps.
Clinical handoff
Align promotion with clinicians, intake processes and capacity to support patient demand.
03 / WHAT I DEVELOPED
Positioning, acquisition, measurement—and the operational details between them.
POSITIONING
I researched patient needs and translated clinical services into audience-specific propositions. Clinical accuracy and credibility remained essential.
ACQUISITION
I planned and implemented marketing across digital campaigns, community outreach, content and landing pages, connected to meaningful consultation and enquiry steps.
OPERATIONS
I coordinated launches with clinicians and intake so that communications and availability could support the patient experience responsibly.
MEASUREMENT
I implemented or coordinated measurement through GA4, Google Tag Manager, UTM structures and Conversions API to improve visibility into programme interest and acquisition journeys.
04 / THE OUTCOME
Demand is only valuable when the business can respond.
Seven private-pay programmes launched during the engagement. Women's Health reached capacity before its formal launch, with a waitlist exceeding 5,000 people at launch.
Across Aroga's broader business, active patient volume increased approximately 200%, from 120 to 360 per month between June and December 2024.
The patient-volume increase was a business-wide result observed during the engagement. It should not be interpreted as proof that marketing alone caused every additional patient. The waitlist also represents interest awaiting access—not completed care.
MY ROLE
The bridge between programme value and patient experience.
As Aroga's in-house Marketing Manager, Growth & Brand Strategy, I led research, positioning, planning, acquisition execution, patient journeys, measurement and launch coordination.
Role boundaries matter: Clinicians owned the clinical content and protocols. Intake and operations managed care access and delivery. My responsibility was to connect marketing and commercialization to those real-world requirements.
THE NEXT CHALLENGE IS YOURS
A strong offer deserves a commercial journey that makes sense.
If you're navigating a growth, positioning or measurement decision, we can start by discussing what you're trying to achieve and what evidence would help.