How a Health Technology Company Built Its Marketing Engine While Launching a Consumer Wearable
A health technology company known for its clinical products was launching its first consumer-only wearable. The product was ready. The consumer marketing engine behind it did not exist yet.
Jasmine led consumer marketing in-house for about 15 months, building the funnel, CRM infrastructure, content operation, and customer communications while the launch was already underway.
At a glance
Company
A health technology company
Industry
Consumer health wearables
Role
In-house marketing leadership
Timeframe
About 15 months
Focus
Building launch infrastructure and a full-lifecycle customer journey
The starting point
The company had built its reputation in clinical settings. Its new consumer division was launching a health-focused wearable for people living with a chronic neurological condition, and for the families and caregivers who look after them.
That audience does not shop casually. Many arrive after a diagnosis or a frightening event, overwhelmed and searching for answers. They need education and reassurance before they are ready to talk about a purchase. A launch built around ads and a buy button would have missed most of them.
There was little to build on. No consumer CRM, no customer journey, no nurture program. No consumer content operation or social presence to speak of. No shared definition of who the buyer was or what made them ready to buy.
Reservations were coming in, but there was no system to move a reservation toward a purchase, or to keep a customer after one.
The strategy
The work had to happen fast and in parallel. The launch could not wait for the infrastructure, so each piece was built to support the launch as it went live, and the full system was in place in a little over a year.
Phase one: Define the buyer and the brand
Everything downstream depended on knowing who the buyer was and what moved them to act, so that work came first.
- Built buyer personas covering buying criteria, buying triggers, demographics, and psychographics.
- Developed the consumer brand architecture, key messaging, and value proposition.
- Created brand guidelines so the website, social channels, email, and events stayed consistent.
With a shared definition of the buyer, every channel and every offer could speak to the same person.
Phase two: Build the infrastructure
The launch needed a system that could capture interest, qualify it, and hand it off without anything falling through.
- Led the company-wide integration of HubSpot as the CRM and analytics backbone.
- Connected it to the direct-to-consumer storefront and the customer support platform.
- Built a lead scoring model so sales effort went to the people closest to a decision.
- Launched the communication tools needed for pilot testing and the product kickoff.
Lead scoring gave the team a clear signal for who was ready to buy, and the buying decision shortened by five days.
Phase three: Map the customer journey
The core of the work was a single journey that took people from their first encounter with the brand through to repeat purchase.
- Fed the journey from more than a dozen channels, from social and SEO to influencers, affiliates, and hospital monitoring units.
- Built four entry offers matched to where people were, including an 11-email self-management challenge.
- Routed every entry point into one shared nurture track.
- Gave buyers, cart abandoners, and non-buyers each their own follow-up path.
- Added a re-engagement check-in to keep the list healthy.
Altogether: 12 sequences and roughly 60 emails, mapped before anything was built.
Phase four: Build the content engine
This audience needed education before it needed a pitch, so content carried much of the journey.
- Launched and governed the company’s branded community blog.
- Recruited and coordinated a team of ghostwriters and bloggers.
- Launched the brand’s Facebook, Instagram, and Pinterest presence.
- Ran ongoing reviews of best-in-class consumer websites to improve the user experience.
- Tracked marketing ROI by channel, cut what was not working, and put more behind what was.
Facebook followers grew from about 2,100 to 6,000, and Instagram went from zero to 3,500.
The customer journey
Here is the full map. Every path ends in a purchase, a return to the buying track, or a clean exit, so no one who raised their hand was left without a next step.
The results
The infrastructure turned interest into reservations, and it turned reservations into a buying process the company could measure.
Reservations grew from about 900 to more than 6,000 as the journey went live. Email engagement rose 60% as the education and nurture sequences took over, and lead scoring shortened the buying decision by five days by putting sales attention on the people closest to buying.
900 to 6,000+
Product reservations, pre-launch through launch
60%
Increase in email engagement
5 days
Shorter buying decision after lead scoring went live
2,100 to 6,000
Facebook followers
0 to 3,500
Instagram followers
12 sequences
About 60 emails, first touch through reorder
What changed
The company went into launch with a connected marketing system behind the product.
- A defined buyer, with shared messaging behind every channel.
- A CRM that connected marketing, sales, ecommerce, and support.
- A mapped journey covering every stage from first touch through repeat purchase.
- Post-purchase programs built around how customers actually reorder.
- A content operation and social presence that produced on a steady schedule.
- Visibility into which channels and offers were moving people toward a purchase.
The takeaway
When the buyer is anxious and the purchase feels personal, trust has to come before the sale. People need education and reassurance before they are ready to buy, and what happens after the sale matters just as much.
That is the work WCS is built around: mapping how buyers actually decide, building the system that supports them, and fixing the foundation in the right order.
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