Role

Chief Growth & Experience Officer

RESPONSIBILITIES

Product Strategy & Development
Product Roadmap & Prioritization
User Research & Product Discovery
Cross-Functional Product Leadership
Product-Market Fit Validation
Member Experience Design
Growth Strategy & Go-to-Market

When

2023 - 2026

Clay Health & Care

Clay Health & Care was founded to address a growing gap in healthcare: people increasingly want proactive, personalized support for long-term health and performance, yet the system remains fragmented, reactive, and difficult to navigate.

As a founding executive, I helped design and build Clay as a longevity-focused healthcare business that integrates direct primary care, advanced diagnostics, coaching, and ongoing guidance into a coherent membership model. The work required translating a broad vision for proactive care into a scalable product, operating model, and growth strategy.

1.

Product Strategy & MVP Definition
I owned product strategy from concept to achieving product-market fit: Owned product strategy from concept to scale: defined value proposition, pricing model, unit economics, and MVP scope supportive of a diversified revenue (DTC, Group, Payer, Affiliate) business. Partnered with CTO and COO to establish product roadmap, prioritizing features that balanced member experience, outcomes, and technical feasibility. This work resulted in achieving 90%+ member retention (vs. 60-70% industry average) and industry-leading lead-to-member conversion through user-obsessed product design.

2.

Product Development & Iteration
Led 3 product iterations for our core offering and 2 iterations of our premium product offering based on direct member feedback and memorialized our end-to-end experience architecture and experience principles. Drove market repositioning, redesigned onboarding experiences, and built support tools for delivery teams. Partnered with CTO to review digital product releases, test features, and scope technical requirements required to support our business via a cross-functional team including clinical delivery (3 leadership providers), UX design (consultant-led), and engineering (consulting dev team). Product iteration was continuous and informed by real-world member behavior, not just hypothesis.

3.

Digital Product & Member Experience
Led design of a proprietary mobile app to build longitudinal relationships—integrated assessment results, coaching, and communication to create engagement home base and is positioned as a key product differentiator.

Led design of a proprietary mobile app with our cross-functional team focused on building longitudinal member relationships—created engagement home base integrating assessment results, ongoing coaching, and communication. The app is uniquely positioned to combine behavioral reporting with personalized plans through a central dashboard in Clay’s proprietary system to support coach outreach. This tool is a key product differentiator that attracted new investor interest.

Built end-to-end digital infrastructure for the growth business: implementing 3 CRM systems inclusive of automated workflows to support lead generation through conversion and member onboarding.

Led messaging platform development across 3 website builds and 4 product positioning iterations, curating a digital experience capable of automated onboarding and payment processes.

4.

Service Design & Operational Product
Built member education strategy and service blueprints supporting products: defined workflows, member touchpoints, and operational requirements. Created health education library (5 Elements of Health) and iterated delivery experience across 4 versions, yielding a high margin product.

This work represented product thinking applied to service delivery—treating operational workflows, clinical protocols, and member education as core product components that required the same rigor as software development.

5.

Growth Model & Product-Market Fit Testing
Led the design of Clay's growth model across direct-to-consumer, group, and payer channels. This included defining pricing, packaging, and bundling strategies; shaping the path-to-purchase; and establishing clear standards for conversion quality.

Growth was treated as a product validation system: conversion quality metrics (fit, retention, early satisfaction) served as leading indicators of product-market fit. This approach enabled us to learn which customer segments the product truly served and where to focus iteration efforts.

6.

Go-to-Market Execution
Built qualified group sales pipeline and developed multi-channel revenue strategy generating double-digit ROI for our earliest customers. Designed sales processes for individual and group sales, iterated digital front doors from basic to contextual to improve conversion rates.

Rather than treating sales as a transactional function, I designed the sales motion as a learning engine—understanding clarity standards prospects must reach before purchase, capturing decision-stage insights, and applying feedback loops that informed pricing, packaging, messaging, and product decisions. Sales became a critical source of product intelligence.

7.

Foundational Member Education as a Product
A core part of the product approach was designing Clay's foundational member education, anchored in the company's "5 Elements of Health" philosophy. I led the development of core narratives, language, and content frameworks to orient members to Clay's approach to health—translating clinical insight into accessible, trustworthy guidance delivered at the right moments in the member journey.

This wasn't marketing content—it was product education that determined whether members understood how to use Clay effectively and whether they experienced value in the first 30-60 days (critical for retention).

8.

Business Development & Partnership Strategy
I shaped early partnership hypotheses and commercial models across payer, affiliate, group, and enterprise-adjacent opportunities. This work focused on disciplined exploration—scoping opportunities, testing assumptions, and learning where signal existed—with a deliberate bias against prematurely scaling channels before product-market fit was established.

Negotiated payer contracts achieving market-leading rates. Designed and launched 4 care facilities across 3 markets to support team recruiting, brand presence, and business model validation.

9.

Brand & Experience System
I led the development of Clay's brand awareness efforts, narrative, and experience principles—creating a healthcare brand people actively want to be associated with.

This work aligned brand, clinical standards, operations, and digital touchpoints into a coherent experience system—with clear intent around where human support matters most and where digital enablement adds leverage. The Clay brand and communication platform served as a unifying system across marketing, sales, care delivery, and in-person interactions.

10.

Hands-On Execution
While I owned system design and strategic direction, execution was a mix of hands-on leadership and collaboration with a small, evolving team. In practice, this meant moving fluidly between strategic definition and direct execution across product, marketing, sales, partnerships, and experience—doing the work myself where needed while ensuring learning, clarity, and momentum across the organization.

I designed operational workflows and service standards for care delivery, training a 25-person organization on implementation of organizational systems and tools. This included building the infrastructure needed to scale: Sales CRM workflows, artifacts, communication systems, and knowledge bases.