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ExtensisHR
B2B | PEO & HRO | annual rev: $58m
ExtensisHR
B2B | PEO & HRO | annual rev: $58m
Exit Silicon Valley bank, enter ExtensisHR
paid search (google & bing), organic & paid social (LinkedIn), salesforce & pardot
In the wake of the 2023 Silicon Valley Bank collapse, ExtensisHR seized the moment to position itself as a stable, reliable payroll and HR provider for startups caught in financial limbo. I was the senior lead for ExtensisHR’s rapid-response campaign targeting startups and venture-backed companies seeking new HR and payroll solutions. Just as well, I introduced a competitor campaign targeting several specific competitors that, according to our social listening tools, were leaving clients high and dry in the immediate aftermath.
Ad creative (Mallory Johnson)
The audience build-out included above went on to become the standard for campaigns focused on leadership and relevant decision-makers. Good marketing strategy inevitably asks the question: "what is the most efficient way for us to reach this given audience?" I have found answering that question to be one of my favorite aspects of my day-to-day life.
Tactics, channels, and algorithms change regularly; but that one question will always be the basis of our best work.
Regions Bank
B2C & B2B | finance | annual rev: $9,373m
Regions Bank
B2C & B2B | finance | annual rev: $9,373m
Green Means GO!
As part of Regions Bank’s major internal rebrand, I played a key role in shaping the Green Means GO! campaign — an initiative designed to rally the workforce around a bold transition in culture, values, and technology. I contributed to both the brand and creative strategy, helping define the campaign’s narrative and direction. I was actively involved in brand strategy and creative development through brainstorming sessions and collaborative revisions with the bank's leadership, ensuring the final output reflected the organization’s evolving identity.
The only unfortunate thing about this project is that - because it was (a) internal-facing and (b) with one of the largest banks in the country, I cannot legally include the concepting, creative, or details regarding the results. It makes sense, but it breaks my heart because the video creative we made was probably the most badass creative I've been party to.
Animation (Ethan Smith)
In lieu of said badass video creative, here's a brief description that I've been told I am indeed allowed to share due to its obvious ambiguity:
Sports team ad + Gatorade commercial + Angry motivational speaker video + a dash of car commercial
KidsStreet
B2C | healthcare | annual rev: $19m ($119m)
KidsStreet
B2C | healthcare | annual rev: $19m ($119m)
Sniffle Season Momfluencer Campaign
momfluencer /mämflo͝oənsər/ (noun)
organic & paid social (facebook, instagram, pinterest), streaming video
As the name implies, momfluencers are lifestyle influencers that focus on the family/motherhood niche. Three research-proven facts one must be aware of when marketing a pediatric urgent care brand are:
women make healthcare decisions for the family in 79% of U.S. households
the majority (80-86%) of single-parent households are headed by moms
single-parent households, specifically with parents < 34 years old, make up a significant portion of urgent care traffic when the patient is a child
KidsStreet Urgent Care (cont'd)
KidsStreet Urgent Care (cont'd)
Sports Physicals Campaign
paid search, organic & paid social (facebook), events & trad outreach
Let's say you want to reach parents with children of a certain age group. Most marketers will immediately jump to using third-party data. However, it's 2025 and third-party cookies are dead. Even before third-party data (3pd) was banished into the shadow realm, it was notoriously unreliable.
Most don't know that user privacy laws have changed so that you can request your data from most any audience-building database you're included in. Over the last decade, I've had my direct reports, peers, and superiors try this countless times to demonstrate that, almost always, they're far from the mark. Many professional estimates put accurate matching rates at ~40%, and even that is generous in my opinion.
Example: Oracle has been convinced for a decade now that I am a middle-aged woman with 3+ children, and in the market for both a car and a gaming computer.
To clarify, none of those descriptions have applied to me once in that time.
In the case of MainStreet/KidsStreet, reaching parents was essential. While we used audience lists across my tenure there, our most direct, reliable method for reaching parents sprouted from an idea I had early on: reach them at the schools. This approach guaranteed that the intended audience was a parent or parent-adjacent.
Ask yourself - if your livelihood depended on reaching parents of middle schoolers, which option would you trust more? Facebook's "Parents (children 11-14)"? Or the adults that middle schoolers inevitably go home to at the end of the school day?
That said, it's 2025. Getting into schools isn't easy, which - to be fair - is for the best. That means your best bet getting in is following the same recipe that successful entrepreneurs, negotiators, and politicians have used since the stone age: appeal to their self-interest. Propose something mutually beneficial.
Audience segmenting (Al Yousefi)
Ad creative (Dana McKeen)
Anyone with kids that play sports knows the burden of getting their annual sports physical handled. Not only getting it, but then ensuring that (a) the provider is properly certified for a sports physical, as opposed to a traditional annual physical, (b) they receive copies of all relevant paperwork, and (c) said paperwork is delivered to the appropriate parties. That last item is a pain point for many coaches as well (see where I'm going?).
It just so happens that all MainStreet/KidsStreet clinics are licensed for such a service. Just as well, the most receptive audiences for an urgent care's services - whether they're urgent care or primary care services - are lower-income families. Said families are often uninsured, putting a sports physical in the $100+ range. Because insurance companies are the worst (fact), there are little to no services that partner service providers are allowed to discount. Push any thought of promotions, coupons, or discounts from your mind completely.
However, there is an exception, and that exception is... Sports physicals. :)
In my time at the company, we went from being formal partners of < 10 schools to 50+ schools. This did not happen by mistake, but instead by pure strategy. It was a low-risk attempt at a marketing channel that practically guaranteed one of the hardest-to-reach audiences, and at minimal cost. In the long-run, this foot in the door ended up being the saving grace of almost half of our KidsStreet Urgent Care clinics.
MainStreet
B2C | healthare | annual rev: $119m
MainStreet
B2C | healthare | annual rev: $119m
Patient Retention & Winback Campaign + Sentiment Analysis
organic search, Yext, email, direct mail
[intro - what this is + the tangible biz dev outcome]
The email marketing strategy seen here covers 3 important email campaigns with 3 separate audiences/purposes: (1) Primary Care season, (2) Urgent Care patient loyalty & retention, and (3) patient winbacks following a major change that was poorly received for the better part of a year.
Primary Care | Reminders & Reactivation
Urgent care (UC) volume, especially for pediatric-focused brands, drops significantly during the summer. To pad this drop in volume, many dual-purpose urgent cares lean into marketing their primary care (PC) across that time. The strategy in play segmented audiences by how recently past PC patients had been seen, and whether it was a reminder (12-16 mo's ago) or reactivation (before the previous January). Just as well, specialty physicals - such as sports physicals, DOT physicals, etc. - received a special treatment.
The outcome, YoY, was a +34% PC visits per clinic during the summer, resulting in +51% quarterly revenue that contributed to +19% in annual revenue.
Urgent Care | Retention
This campaign was focused on "frequent flyers," namely UC patients who were seen 3+ times in the previous 8 months. Patients seen 5+ times in the previous 12 months were especially considered frequent flyers.
Those who were seen 3+ times in 8 months received a cutesy reminder email as well as a coupon for the in-clinic pharmacy.
Those who were seen 5+ times in 12 months received the same treatment, but with the important addition of a handwritten letter from the clinic manager.
On average, the patients included in this list went on to exceed typical retention by +18%.
Patient Winback Campaign (feat. the FDA Sentiment Analysis)
For more about this particular instance, check out its case study page here.
When our urgent-care organization rolled out fully automated front-desk kiosks, patient sentiment in our rural clinics plummeted almost overnight. I built a review-segmentation / sentiment analysis that proved exactly why, established pre- and post-rollout benchmarks, and eventually led a broader initiative—alongside an external consultant—to fix both perception and actual usability issues. The most impactful change was surprisingly simple: a bell.
Since the initial rollout, clinic staff was instructed specifically not to assist people in the lobby. People would knock on the door to the back area and peek through whatever window they could find to get their attention. Worse yet, clinic staff received their bonus pay on the basis of meeting average review rating benchmarks. Through diplomacy and persuasion, leadership was convinced to incorporate a bell at the front desk. It was the perfect compromise for all parties -- from leadership to potential patients. Those who preferred to navigate a digital interface had the freedom to, while those who could not had the option of asking for help. It didn't require hiring an additional person for each clinic, nor did it take the human element entirely out of the situation. A rare win-win.
Exit survey scores saw a significant increase once the change was made. Within six weeks, almost every clinic was at benchmark (when using WoW numbers). This is critical in any healthcare-based business. The vertical is built not on high-ticket one-time visits; it's based on repeat traffic. This is compounded by the power that word-of-mouth has in smaller communities.
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