EHE · Case Study
EHE · Case Study
Overview
EHE’s existing brand and digital platform had aged out of relevance. The visual identity was dated, the content structure was heavy, and the experience felt institutional in a category where trust and warmth are the actual product.
Corporate buyers struggled to see the value clearly. The content architecture wasn’t built around how employers evaluate — ROI, outcomes, organizational benefit.
Employees weren’t engaging consistently. The platform felt like something HR mandated, not something people wanted to use.
Research
Before any design decisions were made, I ran stakeholder studies with nine participants to understand how the service actually operated — where it worked, where it broke down, and what each audience needed from a digital experience.
Where employers were making decisions and what information they needed to act — mapped to specific moments in the evaluation journey.
Where employees were dropping off and what friction was preventing engagement — behavioral triggers, not feature gaps.
How the platform needed to behave differently depending on who was using it — the architecture had to hold two fundamentally different motivations.
The service blueprint became the foundation the entire product was designed against — every architecture decision tied back to it.
Service Blueprint
Two journeys: employer plan purchase and employee preventive care enrollment and delivery
| Layer | Awareness | Evaluation | Purchase | Enrollment | Ongoing Care |
|---|---|---|---|---|---|
| Physical evidence | WebsiteSales materials | Case studiesProposals / decks | ContractWelcome kit | PortalEmail invite | Clinic + lunchApp / health report |
| Employer Journey | |||||
| Employer actions | Discovers EHEReferral or ads | Reviews programROI data and outcomes | Signs contractSets up plan | Communicates benefitInternal staff comms | Monitors utilizationRenewal decision |
| ↕ Line of interaction | |||||
| Frontstage (EHE) | Sales outreachMarketing content | Stakeholder consult9-person study + demo | Account setupOnboarding call | Portal accessEmployee comms kit | Account mgmtUtilization reports |
| ↕ Line of visibility | |||||
| Backstage (EHE) | Lead generationMarketing ops | Research synthesisService blueprint | Legal and billingPlan configuration | IT provisioningData security | Lab processingResults system |
| Support systems | CRMContent platform | Research findingsJourney mapping | Payment infraPlan management | Web appIdentity management | EHR systemCare scheduling |
| Employee Journey | |||||
| Employee actions | Learns about benefitVia HR or employer comms | RegistersPortal or email invite | Books assessmentSchedules 4-hr clinic | Attends clinicFull assessment + lunch | |
| ↕ Line of interaction | |||||
| Frontstage (employee) | HR commsBenefit portal | Web appOnboarding flow | Scheduling toolReminder emails | Clinic staffHealth report delivery | |
| ↕ Line of visibility | |||||
| Backstage (employee) | Identity mgmtAccess control | DashboardGoal tracking | Calendar APIMentor matching | EHR and labsApple Watch API | |
Key Drop-off Risks
Brand
“The Art of Health” wasn’t just a tagline — it was the strategic platform the entire brand was built from. It pushed back against how most preventive health companies position themselves: data-heavy, compliance-driven, institutional.
Curated direction toward warm, real, human imagery — deliberately avoiding the clinical stock photography standard in the category.
Redesigned to complement the photography rather than compete with it — supporting the warmth of the brand, not contradicting it.
Visual hierarchy and copy calibrated to feel supportive across every surface — something people wanted to engage with, not something HR mandated.
Product
The platform was structured around two fundamentally different user motivations — designing for both without compromising either was the central challenge.
Corporate buyers needed to understand program value quickly and clearly. Content architecture built around ROI, outcomes, and organizational benefit. Marketing site structured to move employers from awareness to commitment.
Employees needed tools that fit into how they actually live, not how HR thinks they live. Mobile-first approach built around behavioral triggers. Access when motivation struck — not just from a desk during business hours.
Goal tracking personalized to each member’s health journey — not generic wellness content.
Scheduling and mentor connectivity built into the core product flow — not buried in a separate portal.
Real-time health data made the platform present in a user’s day rather than something they remembered to check once a week.
Member-only content and features within the broader ecosystem — with seamless transitions from content to action across all surfaces.
Outcomes
Employers reported clearer understanding of program value during the evaluation process — the IA aligned to how they actually decide.
Platform engagement increased meaningfully after launch, particularly on mobile — where behavioral triggers were built in from the start.
The dual-journey structure reduced friction for both audiences — employers moved through decisions more confidently, employees returned more consistently.
Stakeholder feedback indicated the brand shift from clinical to human landed as intended — the strategic platform translated into perceived experience.
Overview
EHE’s existing brand and digital platform had aged out of relevance. The visual identity was dated, the content structure was heavy, and the experience felt institutional in a category where trust and warmth are the actual product.
Corporate buyers struggled to see the value clearly. The content architecture wasn’t built around how employers evaluate — ROI, outcomes, organizational benefit.
Employees weren’t engaging consistently. The platform felt like something HR mandated, not something people wanted to use.
Research
Before any design decisions were made, I ran stakeholder studies with nine participants to understand how the service actually operated — where it worked, where it broke down, and what each audience needed from a digital experience.
Where employers were making decisions and what information they needed to act — mapped to specific moments in the evaluation journey.
Where employees were dropping off and what friction was preventing engagement — behavioral triggers, not feature gaps.
How the platform needed to behave differently depending on who was using it — the architecture had to hold two fundamentally different motivations.
The service blueprint became the foundation the entire product was designed against — every architecture decision tied back to it.
Service Blueprint
Two journeys: employer plan purchase and employee preventive care enrollment and delivery
| Layer | Awareness | Evaluation | Purchase | Enrollment | Ongoing Care |
|---|---|---|---|---|---|
| Physical evidence | WebsiteSales materials | Case studiesProposals / decks | ContractWelcome kit | PortalEmail invite | Clinic + lunchApp / health report |
| Employer Journey | |||||
| Employer actions | Discovers EHEReferral or ads | Reviews programROI data and outcomes | Signs contractSets up plan | Communicates benefitInternal staff comms | Monitors utilizationRenewal decision |
| ↕ Line of interaction | |||||
| Frontstage (EHE) | Sales outreachMarketing content | Stakeholder consult9-person study + demo | Account setupOnboarding call | Portal accessEmployee comms kit | Account mgmtUtilization reports |
| ↕ Line of visibility | |||||
| Backstage (EHE) | Lead generationMarketing ops | Research synthesisService blueprint | Legal and billingPlan configuration | IT provisioningData security | Lab processingResults system |
| Support systems | CRMContent platform | Research findingsJourney mapping | Payment infraPlan management | Web appIdentity management | EHR systemCare scheduling |
| Employee Journey | |||||
| Employee actions | Learns about benefitVia HR or employer comms | RegistersPortal or email invite | Books assessmentSchedules 4-hr clinic | Attends clinicFull assessment + lunch | |
| ↕ Line of interaction | |||||
| Frontstage (employee) | HR commsBenefit portal | Web appOnboarding flow | Scheduling toolReminder emails | Clinic staffHealth report delivery | |
| ↕ Line of visibility | |||||
| Backstage (employee) | Identity mgmtAccess control | DashboardGoal tracking | Calendar APIMentor matching | EHR and labsApple Watch API | |
Key Drop-off Risks
Brand
“The Art of Health” wasn’t just a tagline — it was the strategic platform the entire brand was built from. It pushed back against how most preventive health companies position themselves: data-heavy, compliance-driven, institutional.
Curated direction toward warm, real, human imagery — deliberately avoiding the clinical stock photography standard in the category.
Redesigned to complement the photography rather than compete with it — supporting the warmth of the brand, not contradicting it.
Visual hierarchy and copy calibrated to feel supportive across every surface — something people wanted to engage with, not something HR mandated.
Product
The platform was structured around two fundamentally different user motivations — designing for both without compromising either was the central challenge.
Corporate buyers needed to understand program value quickly and clearly. Content architecture built around ROI, outcomes, and organizational benefit. Marketing site structured to move employers from awareness to commitment.
Employees needed tools that fit into how they actually live, not how HR thinks they live. Mobile-first approach built around behavioral triggers. Access when motivation struck — not just from a desk during business hours.
Goal tracking personalized to each member’s health journey — not generic wellness content.
Scheduling and mentor connectivity built into the core product flow — not buried in a separate portal.
Real-time health data made the platform present in a user’s day rather than something they remembered to check once a week.
Member-only content and features within the broader ecosystem — with seamless transitions from content to action across all surfaces.
Outcomes
Employers reported clearer understanding of program value during the evaluation process — the IA aligned to how they actually decide.
Platform engagement increased meaningfully after launch, particularly on mobile — where behavioral triggers were built in from the start.
The dual-journey structure reduced friction for both audiences — employers moved through decisions more confidently, employees returned more consistently.
Stakeholder feedback indicated the brand shift from clinical to human landed as intended — the strategic platform translated into perceived experience.