Dearest Care scales paid acquisition with Top Conditions

Challenge

Since its launch, Dearest Care, a Medicare-sponsored patient advocacy service, has been growing top-line acquisition month-over-month. However, it had challenges scaling membership & revenue while aiming to maintain or lower CAC targets.

Discovery & Approach

Dearest Care’s business model is built on delivering continuous care and services by its patient advocates. Given this, I led analysis to better understand what led patients to seek care, and who ultimately found the most value in having ongoing patient advocacy.

We discovered that initial acquisition interest and ongoing engagement varied widely based on patients’ health backgrounds. There was opportunity to better “speak the same language” as patients throughout their journey, from paid ads to patient consults. For example, patients often wanted initial help getting ahold of medical equipment, like wheelchairs, but also had more serious underlying conditions that needed ongoing support (i.e. neuropathy).

Result

I built a unit economics model, segmented by health conditions, to help pinpoint the pain points where Dearest Care could deliver highest continuous impact on patient lives. Marketing, Product, and Ops teams then leveraged insights to optimize how to talk about and deliver services, which has enabled Dearest Care to scale memberships at >10% MoM while keeping profitability in check.