Leading a Multimedia Growth Campaign Across Five Healthcare Markets

TL;DR

I led the market and audience analysis, media recommendations, and internal performance evaluation for a healthcare activation campaign across five metropolitan markets. Working with the CMO, VP of Marketing, and an external activation partner, I helped shape a channel mix spanning CTV, display, video, and digital out-of-home. I used each market’s patient history to inform audience development and matched subsequent clinic activity against prior visit history. The partner managed identity resolution and exposed-versus-control calculations. My role was to connect the campaign strategy with the organization’s local footprint and actual patient activity.

The growth objective

The CMO wanted to explore broader marketing activation using first-party data. The intended approach paired a multimedia campaign with the possibility of onboarding the partner’s customer data platform afterward.

The immediate campaign needed to answer practical growth questions. Where could the organization run a meaningful test? How should it reach people around its clinics? Which audiences should it prioritize? And how would the business evaluate visits beyond advertising-platform activity?

My remit covered market recommendations, channels and platforms, audience targeting, and data analysis before and after launch. Creative development belonged to others.

Selecting markets within a franchise network

Market selection required close collaboration with the CMO and VP of Marketing. Franchise willingness to participate shaped where the organization could run the campaign. I contributed recommendations on the campaign and its markets, while the CMO led the work of securing approval.

That distinction mattered. The test had to work within the organization’s ownership structure as well as its marketing objectives. We needed markets in which the organization could coordinate participation and evaluate the activity that followed.

Giving each channel a business purpose

Several target metros had clusters of clinics within a relatively tight area. That footprint informed the media recommendations.

Digital out-of-home offered a way to build local visibility and provide directional relevance near clinic clusters. Connected TV supported streaming reach across designated market areas. Display and video supported additional audience targeting and retargeting within the campaign plan.

The audience work also varied by market. I pulled and analyzed patient information for each metro, using the local profile to inform the activation partner’s audience development. A useful profile for one market did not automatically describe another market’s opportunity.

Separating reactivation from prospecting

The intended audience strategy distinguished lapsed patients from prospective patients. Recent visitors were intended for suppression, while patients with a longer period of inactivity represented a reactivation opportunity. The partner also developed lookalike audiences informed by market-specific patient data.

The historical lookback was approximately 13 months. I coordinated patient-data delivery through SFTP under contractual arrangements, while the partner handled its identity-resolution and activation processes.

Separating reactivation and prospecting gave the business a more useful basis for interpreting results. Returning someone familiar with the organization and acquiring someone new are different growth objectives, with potentially different economics.

Connecting the campaign with clinic activity

My internal analysis compared patient activity before launch with activity during the campaign. I matched patient profiles against prior visit history to identify people who had not visited within the lookback period but appeared during the campaign window, subject to the audience and suppression criteria.

That analysis connected the campaign with actual clinic records. It could identify qualifying visits without establishing that every qualifying visit resulted from advertising.

The activation partner separately owned the exposed-versus-control calculations. Its reporting used household-level matching and included visits by household members who might not personally have seen an impression. Those definitions matter when translating the results into business conclusions.

What the campaign reporting showed

The partner’s available presentation reported results for four state groups, with market-specific measurement windows. Across those groups, its segments labeled “patient” had lower reported costs per visit and shorter average times from the last impression to a visit than its prospect segments.

That pattern offers a useful commercial insight: an aggregate campaign result can obscure substantial differences between audiences already familiar with the organization and those being reached as prospects. Those audiences warrant separate evaluation. The reporting alone does not establish that every person in its “patient” segment met the campaign’s intended inactivity threshold.

The report also showed higher visit rates among exposed households than control households in each reported state group. The partner used those differences to estimate incremental activity. Those estimates belong to the partner’s methodology and require interpretation alongside the underlying audience definitions and matching process.

Taken together, the reporting supports examining market and audience performance separately. It does not establish which individual channel caused the visits or prove a sustained effect after advertising stopped.

Leadership contribution

My contribution connected the campaign’s commercial intent with the local market, media plan, and patient analysis. I worked with leadership on where the campaign could run, recommended channels based on the clinic footprint and reach objectives, and coordinated the data required to inform targeting and evaluate subsequent activity.

The engagement demonstrates how I approach a broader growth initiative: clarify what the business is trying to achieve, make the targeting and media choices explicit, and establish how internal business activity will be examined alongside vendor reporting.