Most healthcare companies don’t have a growth strategy problem. They have a translation problem.
Everybody agrees on the strategy. Nothing moves. That’s the work I do: fractional growth and marketing leadership for healthcare, pharmacy, and healthtech companies.
What I do
I’m Emily Hext. CEOs call me when the path forward has stopped being obvious.
Two companies that have to become one. A growth model that only works when the founder is in the room. A market story that has fallen behind what the business actually is now.
I work directly with CEOs and executive teams, building the commercial strategy and the operating structure that makes it executable.
- Brand & business integrationMultiple entities becoming one market-facing company without disrupting prescribers, partners, employees, or investors.
- Commercial strategy & go-to-marketPositioning, messaging architecture, and the market motion that carries it.
- Growth operating modelsRepeatable acquisition, retention, and lifetime value systems a team can actually run.
- Offer & pricing architectureHow the business packages and prices what it sells.
- Prescriber & customer strategyReaching the people who decide, in the workflow where they decide it.
- Executive & board narrativeOne story that holds across customers, employees, partners, and the board.
Selected work
Recent engagements
Two independently operated businesses integrated into one market-facing enterprise
Engagement lead and strategic advisor on an ongoing commercial transformation, now in its second year, working directly with the CEO and executive team. Our team built the enterprise positioning, the growth model for prescriber acquisition and retention, and the activation that made the new platform real in the market: launch plan, digital presence, collateral system, and internal alignment.
Offer architecture and pricing strategy, rebuilt
Reshaped how the firm itself sells, rebuilding its offer strategy and engagement model, including how services are packaged and priced. The CEO adopted it, and it’s still the model the firm sells against.
Subject matter expert, professional education curriculum
Evaluated the industry’s existing practitioner training, identified where it had fallen behind, and authored updated content grounded in research and real-world healthcare experience. Presented findings to the association’s executive team. The work expanded into a second contract to develop their foundational industry course.
Background
Fifteen years inside healthcare before I started advising it.
I ran marketing inside payers and health plans before I advised them. I know where strategies break because I used to be the one who had to make them work.
Along the way I learned that the biggest opportunities are usually sitting inside what a company already spends. At Humana I identified and redeployed more than $13M in two years, most of it in how member communications were produced and mailed. At Elevance Health I did it again, and put the savings into adherence campaigns that helped members actually get their prescriptions filled.
Ten years at Chevron came first, in B2B channel marketing. I learned there how to sell through partners instead of to them. Prescribers work much the same way.
- Elevance Health Senior Director, Marketing — Medicare, Medicaid, and Pharmacy
- Priority Health Director, Acquisition Marketing — Medicare growth
- Humana Director-level roles across member strategy, engagement, and the ACA launch
- Chevron Strategic Channel Manager — B2B channel development
Contact
Working through something in this territory?
I’d be glad to talk it through. No pitch, no process. If I’m not the right fit, I’ll usually know within a conversation and say so.
Emily Hext | Fractional Growth & Marketing Executive 