Jeff, China, Partner discussed on Mission Daily

Mission Daily


Plans to access that data to create that experience for the member so many of us wanted to go directly to the end user but because of the way that healthcare is delivered primarily through employer. It made more sense for us to start there with the idea that that would allow us to have greater access to data and therefore deliver a higher quality experience in when Kessler was getting rolling. How did you go about constructing kind of getting business development rolling and some of those partnerships that are critical to get revenue in the door? Yeah it's interesting him in. We've had certain late kind of starts and stops in that certainly in the early days so for us there was this sat of very innovative employers. Who really believed in what we were doing and so they were really advocated for us to work with them so you know getting buyers on the employer side. I don't WanNa say it wasn't challenging. But I think the value proposition was just so incredibly clear. I mean at that time. Our solution with really focused around transparency and communicating to employers and looking at their data. And saying you know there's a ten to twelve xperience and some of your major markets on you know what people pay as an example for labs or imaging was a really powerful driving force for them to say. We've got to do something about this. It was also at a time when people were moving to full replacement high deductible health plans or just introducing them more generally and said there is a desire in the context of introducing high deductible. Health plans to give their employees better solutions than we really had to partner with the employers to talk to plans about them sharing that data with us to allow us to provide that experience so that was a lot of our focus on business development. And you know for me. Having kind of taken several tours of duty in different roles across the company I did spend time in business development. Really trying to think about. How do we create a shared value proposition for a plan to work with us to deliver shared innovation that will help them establish market leadership in their particular market? So that was a big way that we approached it was to think about. How does it actually benefit not only the employer but the plan to partner with us? Sure in May as I look at the different rules. That you've held at CASS late. You know obviously we're looking back now so we can apply the narrative fallacy. Maybe but it seems like you've been really really strategic with selecting and making sure that you get you know experiences in product management business development but also you know product marketing. Were those all strategically sought or did you just have you always been curious and you know just want to see how every part of the business functions well? I wish that I could say that. I have been deeply strategic. That is definitely not the case for me. What I've tried to guide most of my career. Decisions is really go where the fire is or go where you're needed and joining product was certainly just an incredible opportunity because it was right when we are really standing up the first solution and the first product and I mean. I can't say enough for how much I learned to get to be a direct product manager. It was before we even had a QA team so incredible on the ground learning by experiences moving to business development that was at at a time where we were having challenges forming partnerships to access data and so bringing the product perspective. And how do we create value for each was why I went there? I joined marketing at a time where there was a need to have greater product knowledge in the field as our product was getting more complicated my roles kind of in account management and customer experience. Were at a time when we were bringing together to companies we had acquired jeff which is a wellbeing company and really being able to communicate the shared product vision. So there's definitely never been. I wish that there had been some kind of strategic plan but for me you know it's always been go where you can provide the most value wise words and I think what's interesting too about the acquisition is us those large acquisition hundred thirty five million dollars. How did you go about integrating that? And what type of challenges that it provides you when you were in marketing and then as the chief product officer. How'd you go about integrating? Yeah well I'll speak. Just I a little bit about the thesis which was at the time that we had to add wellbeing to our platform we had really had kind of two product chapters at cast light so we had started with transparency and then we had built out a personalization engine. Which at that time. This is probably twenty. Fifteen was pretty disruptive in terms of leveraging information on people's health to reach out impracticably engage them to connect them to a provider or program and what we were realizing. Was that when people used us. We getting really great results but it was incredibly difficult to stay top of mind and we were thinking a lot about trust of when you're asking people to trust you with their health care decisions. It's hard to do that in your very first interaction with them so there were a number of reasons that we believed that adding wellbeing would allow us to meet people earlier in their health. Journey developed trust develop relationships and then also help us stay more top of mind by providing support for what things along the lines of steps food. Sleep all of the kind of things that can help people maintain and improve their wellbeing on a day-to-day basis. And so that was really the thesis. And when it came to figuring out. What's the right company to do that? The reason that we decided to buy jeff was that we really liked their approach to wellbeing. And that it was ultimately about saying there's always going to be navision and wellbeing. It's about how do you bring best in class? Vendors and really leverage e developments in the digital health ecosystem to the greatest to the most impact and so for that reason ships entire approach was bringing together different point two digital health solutions and not content based approach. One thing. I think a lot about wellbeing. Is there really are no barriers to entry so therefore you want an open platform that allows you to capitalize on whoever's doing a particular area best and so that was the reason that we chose Jeff and absolutely? It was an incredible learning experience. It was incredibly difficult bringing the two companies together to be totally candid. I have yet to meet anybody who's gone through a merger who has told me it's easy. I. I am eager to find that person. I don't know if I trust their judgment though. Yes exactly yeah it was. It was hard I mean bringing together the platforms. They were different. Levels of maturity there was overlap and capabilities. There's the building trust between teams. It taught me a lot and frankly I'm sure I did quite a few things wrong in that process. I'm really proud of where we ended. I do think our solution is stronger for it but you know like many companies. I do think that we definitely underestimated how difficult it would be to bring those two platforms together. And I think what's interesting about that acquisition as well as that well-being you described very accurately there where there's no to entry and so you have a lot of people myspace that almost seems like a great content marketing engine and just a great marketing thesis. In general well-being seems to be the top of the funnel for the space where users are willing to take a recommendation may be or get some more information. How are you thinking about bringing in new businesses and getting the word out to consumers? What's your marketing strategy like? Now arket in Shannon J two new employers and health plans yeah employers and I don't know if you're actively marketing towards consumers as well or if it's just straight to businesses consumer because you actually highlighted effectively a big part of the thesis behind Jeff and how we drive engagement which was we didn't believe in a bland content one-size-fits-all but ultimately when you think about the data that we're sitting on. We do know for our population if you take an customer. We effectively are scoring on a daily basis all of the population in terms of what conditions. They have what they might be at risk or and then it's really about bringing machine learning big data and marketing right like this is ultimately. How do you actually give those Ignatius to people so to your point one of the opportunities that we saw him bringing together. Jeff was cast. It's always end. This incredibly data rich company and we really have an leverage that data in an effective way to leverage while being content in a hyper personalized way to bring in and then connect them either with a provider or digital solution or a deeper piece of content. So that's really a big part of how we attract users and continue to engage users is that hyper personalized content which typically links to some form of recommendation and so in terms of you know. Our valley propped employers. It's also something that's matured quite a bit over time. The original vision of the company was. How do we help? People navigate healthcare very specifically in the area of transparency. So helping people understand both cost and quality information over time. It's been how do you help people navigate on a much broader more personalized basis including a much more holistic look at people's health and so when we're actually talking to employers ultimately very navigation is the word that they use to describe what we do and the way that they're measuring value or thinking about successes. Are you able to engage and delight members? Are you able to drive? A set of behavior changes which is typically increasing utilization of their benefits and programs. Getting people the right care and then getting them to the right provider and then ultimately that generate in a hard medical cost savings are alive so I share that because the value prop and where people are emphasized varies depending on the employer. Some are very focused on providing an easier more convenient delightful experience where others really are looking for hard medical cost savings and so for us over time. We know we in partnership with our existing employers. Stood up this value framework to really demonstrate the ability to move multiple errors. But I think of it as ultimately you know the value proposition being that we can make it easier for employees to navigate healthcare and we can guarantee you medical cost savings and doing that. We're taking time out to thank Trinet for sponsoring independent media like mission daily. If there's one thing I am about an in fact one thing the whole mission team is about it's accelerated. Learning one of the ways I do that is by learning from the best when it comes to learning about. Hr The team and resources. China provides are my go-to source. I started with some of China's free guides at China DOT COM slash guide. You can't do. It's never been easier to get briefed on how to outsourcing. Hr grow and scale effectively. Offer the benefits that matter to your team and win the war for talent start learning from the best and get one of China's free guides dot com slash got. 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