Launching a new healthcare vertical from zero → +$31 K revenue in 6 weeks

Overview

Found piloted a new Registered Dietitian (RD) service to improve user outcomes and retention — but initial engagement was just 4%, with unclear value perception and no clear direction for who it was for or how to position it.
I was brought in to answer a critical question: Should we continue investing in this vertical, and if so, what would make it successful?

I led a two-phase, mixed-method research and strategy initiative that defined the who, what, and how for launching the RD vertical successfully — from segmentation and concept design to pilot validation and business modeling.

Through this work, we identified the right target audience, redesigned the service model, and launched a low-cost MVP that drove +$31K new revenue, +20% pilot conversion, and +11% retention in just 6 weeks.
The approach became the blueprint for how Found now evaluates and launches all new healthcare verticals.

Business Challenge

• The initial pilot had low adoption (4% engagement) and poor perceived value.
  
• Leadership needed to decide whether to continue or sunset the RD vertical.
  

• The company lacked clarity on:
  
  • Who the service would appeal to,
    
  • What users expected from RD consults, and
    
  • How to deliver and scale it using existing tech and staffing.

There was no established blueprint for launching new service lines in healthcare within tight operational and regulatory constraints.

Approach

Phase 1 — Diagnose & Define

I started by understanding whether RD services were genuinely valuable to our users or just a nice-to-have.

• Conducted competitive intelligence on 5 telehealth RD services to benchmark positioning and pricing.
  
• Ran in-depth interviews and a survey to identify motivators, barriers, and desired outcomes.

Outcome: Identified top barriers to adoption — confusion around referrals, unclear value, and lack of visible deliverables.

Defined two high-clarity target personas:

• Informed Ian (High Knowledge, High Autonomy): needs advanced insights and refinement.
  
• Dependent Diana (Low Knowledge, Low Autonomy): needs structure, accountability, and guidance.

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Phase 2 — Concept & Validate

Based on the insights, I partnered with Product, Clinical, and Coaching teams to design and test three RD consult models.

• Defined expected outputs (meal plans, macros, progress tracking) that would make the value tangible.
  
• Developed three prototype consult experiences with different depth and cost levels.

• Executed a mixed-method concept test measuring:
  
  • Likelihood of adoption
    
  • Actionability of recommendations
    
  • Encouragement to take action

‍Results showed one concept (“B”) drove +28% higher motivation and +16–17% higher adoption intent — clear evidence of what worked and why.

Phase 3 — Translate to Action

I collaborated with Marketing and Finance to integrate findings into a pricing and packaging model:

• Modeled willingness to pay and feature value perception to define optimal pricing tiers.
  
• Developed a low-cost, cash-pay MVP leveraging existing EHR tools and clinicians.
  
• Defined a repeatable GTM and operational playbook for future launches.
  

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Insights

• Value was never the problem — communication was. Users wanted RDs but didn’t see what they’d tangibly get.
  
• Adoption depended on knowledge & autonomy: low-knowledge users needed structure and clear deliverables.
  
• Insurance coverage wasn’t a major driver: users were willing to pay if value was explicit.
  
• Deliverables drive trust: concrete handouts, macros, and meal plans were critical for perceived legitimacy.
  

Impact

+$31K pilot revenue · +20% conversion · +11% retention · +35% RD adoption

• Launched a new healthcare vertical from zero → measurable revenue in under 6 weeks.
  
• Created a validated business case for expanding the RD program, balancing user value and profitability.
  
• Designed the blueprint now used org-wide for evaluating and launching new service lines.
  

Leadership & Influence

Principal–Director Level (L8–L9) scope:

• End-to-end ownership from ambiguous opportunity → validated business model.
  
• Unified Product, Clinical, Ops, and Marketing around a shared service vision.
  
• Mentored PMs on how to run mixed-method validation under high uncertainty.
  
• Established a 0→1 research-to-revenue playbook reused for multiple vertical launches.
  
  

Organizational Impact

This project shifted how Found evaluates innovation — from assumptions to validated prototypes.
By proving that a new healthcare service could be conceived, validated, and monetized using existing systems and staff, I helped redefine how the company builds and scales new offerings — fast, lean, and insight-led.