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Design team in a strategic working session
Growth Architecture Assessment

A structured diagnostic for healthcare organizations losing patients and clients between first contact and committed care.

Your design team is doing real work that the executive team isn't reading as strategic value.

The mandate is there. The people are in place. The architecture connecting design decisions to business outcomes is missing. That gap is costing your organization revenue, patient retention, in the seat design deserves at the table.

Book a 30-Min Call See what the Assessment covers
200+ Healthcare Practices Researched
20 Years Product and Systems Design Experience
6 Proprietary AI Agents Built
1 U.S. Utility Patent at T-Mobile
The Moment Design Is In

Design is being asked to prove it drives growth.

Most teams struggle with that question. Not because the work isn't good because the connection between design decisions and business outcomes hasn't been integrated or supported at the executive level. Design keeps getting relegated to UI production, which is now being cannibalized by AI.

The design organizations in healthcare that want to survive and thrive need to pivot to design as strategy and risk mitigation, and that means confronting the disruption AI is introducing to the equation.

"The system that connects design work to growth outcomes is MIA due to ownership fragmentation."

Deliverables are not outcomes
Teams ship features while acquisition, conversion, and retention stay broken. The work is real. The revenue connection was never built.
AI mandates with no integration system
Executives want AI-integrated workflows yesterday. Design organizations are scrambling to figure out where and how AI and design actually connect, or what that even means at the systems level.
Strategic role, tactical measurement
Design leaders are being asked to think at the business layer but measured on output speed. The gap between the business mandate and the structure is widening at record speed.
Revenue quietly leaves before anyone notices
I've noticed in self-pay and elective healthcare, patients consult and don't book because of a lead qualification gap. They engage and don't convert. The drop-off is visible in hindsight. The system to prevent it doesn't exist yet.
The Growth Architecture Assessment

Clarity before
commitment.

This is a structured diagnostic engagement. I map exactly where your organization's design-to-growth architecture is broken and quantify what it costs you annually to leave it that way.

The Assessment is not a generic consulting pitch. It's a standalone deliverable with a specific output: a clear picture of the design-to-business gap, what it's costing the business, and the strategic roadmap that defines what to address first. The implementation is not included, that belongs to your team, or to a separate engagement if needed.

The methodology behind the Assessment is the same thinking that translated design decisions into eight-figure outcomes at T-Mobile.

In January 2026, I began researching patient acquisition in healthcare. Since then, I've researched 200+ surgical practices. I know what broken looks like, what it costs, and what fixes it. This Assessment tells you what's broken, what it's costing you, and the steps to take to fix it.

01
Structured Intake Review
Your team submits existing documentation, patient journey maps, acquisition data, technology stack, and the AI tools currently deployed. They are reviewed through a revenue architecture and growth system lens. No PHI is collected. No generic questionnaires. All findings are covered under a mutual NDA executed at engagement start.
02
Cross-Functional Interviews
Three to five structured 45 minute sessions with designated stakeholders: design or patient experience leadership, frontline patient coordination staff, marketing leadership, operations or revenue cycle leadership, and one C-suite sponsor.
03
Acquisition Architecture Review
I map your client acquisition journey against the interview findings and available revenue data, across your acquisition and conversion process, the post-consult drop-off, any AI performance and/or integration gaps, and the design team's positioning against the growth mandate.
04
Diagnostic Report
A 15–20 page written assessment: key findings, quantified revenue recovery opportunity, prioritized gap analysis, and a 90-day growth architecture roadmap. The roadmap defines what to address first and in what sequence. The implementation is yours to execute, whether through your internal team or a separate engagement.
05
Executive Readout
A 90-minute working session with your design leadership and one C-suite sponsor. We walk through every finding and the architecture roadmap together. This is where the work becomes organizational momentum.
⌀
Timeline
60 days from engagement start to executive readout, contingent on interviews scheduled within the first 30 days. Client-caused delays extend the timeline accordingly.
What You Receive

Two deliverables.
One clear path forward.

The Assessment produces two concrete outputs your organization can act on not a slide deck of observations, not a list of recommendations. A written diagnostic and a working session designed to turn findings into organizational momentum.

Deliverable 01
Diagnostic Report
15–20 pages · Delivered in writing · Yours to keep
  • Key findings across every assessed area of your patient acquisition and conversion architecture
  • Quantified revenue recovery opportunity: what the gaps are costing you annually, in specific dollar terms
  • Prioritized gap analysis identifying the highest-impact structural disconnects in your organization
  • 90-day growth architecture roadmap: strategic priorities in sequence, what to address first and why. The how is for your team or a separate engagement.
Deliverable 02
Executive Readout
90 minutes · Remote · Design leadership + C-suite sponsor
  • Live walkthrough of every finding in the Diagnostic Report with your leadership team present
  • Architecture roadmap discussion: sequencing, ownership, plus what needs to move first and why
  • One C-suite sponsor is required to ensure the findings carry organizational weight beyond the design team
  • A working session that turns a diagnosis into a decision
Why Not a Consultant

This is a diagnosis.
Not a consulting engagement.

Healthcare organizations have hired consultants. They've sat through the discovery sessions, received the slide decks, and watched the recommendations get shelved. The Assessment is structurally different, not because the work is better, but because the scope, the starting point, and the output are designed to avoid the failure modes that make consulting expensive and inconclusive.

The Growth Architecture Assessment
Traditional Consulting
Scope
Fixed. One deliverable. One timeline. No scope creep.
Open-ended. Expands with every new finding. Rarely ends when you planned.
Starting Point
Robust intake process to define the top problem and gaps related to patient acquisition, plus design's role in solving the problem.
General frameworks applied to your organization. The learning curve is billed to you.
Output
A 15–20 page written diagnostic with quantified revenue opportunity and a 90-day action roadmap. Yours to keep and execute.
A presentation deck. Often too high-level to act on without the consultant still in the room.
Timeline
60 days, contingent on interviews scheduled within the first 30 days.
3 to 6 months minimum. Often longer once stakeholder alignment phases begin.
Independence
No skin in the political game. The findings reflect what the data shows, not what leadership wants to hear.
Often embedded long enough to become politically captured. Findings drift toward consensus.
Evidence
Every gap is expressed as a revenue figure derived from your data and validated against industry research.
Recommendations often based on limited intake and pattern-matching to other clients.
Next Step
The Assessment stands alone. Organizations with internal design teams implement the roadmap themselves. Practices without a design or tech team can explore the Patient Growth OS as a separate implementation engagement, only if the working relationship warrants it.
Discovery is typically phase one of a larger engagement sold before the findings are known.
What the Assessment Surfaces

Four things most organizations
don't know they're missing.

The Assessment doesn't produce observations. It produces a diagnosis specific, quantified, and sequenced so your team knows exactly what to do with it on day one. These are the four areas every engagement covers.

01
Acquisition Architecture
Where qualified clients are leaving before they ever reach you
Most healthcare organizations optimize the top of the funnel while the qualification layer stays manual and broken. We map the full client decision journey and find where right-fit patients drop out before booking.
02
Conversion & Recovery
The revenue sitting in consulted-but-didn't-book clients
I've found in elective and self-pay healthcare, post-consult drop-off represents significant recoverable annual revenue. We identify the gap, estimate the cost, and design the recovery architecture.
03
AI Integration Gaps
Where AI could work at the client acquisition system layer, and where it currently isn't
Not a tool audit. A systems-level assessment of where AI integration would produce measurable business outcomes in patient communication, operational efficiency, and design team capacity.
04
Design Team Positioning
Assess whether design has the structural access to drive the outcomes being asked of it
The mandate to prove business value requires structural access to business data, decision-making processes, and leadership alignment. We survey and assess the gap between the ask and the current system architecture the design team is working in.
For Design Leaders

Why a Head of Design brings in an outside assessment.

You already know what good design looks like. You likely already know something in the system is broken. What you don't have is a third-party diagnosis that quantifies it in language your CFO and CEO can act on.

That's the specific gap this engagement is built to close. Not because you can't do it yourself, but because the conditions for doing it from inside the organization work against you.

"Internal advocacy requires political capital to get buy-in. Evidence from a 3rd party can remove the barrier to help you get to a decision faster."

01
A third-party perspective rooted in the same discipline
It's hard to diagnose your own system from inside it. I know because I too have lived it when working in enterprise design orgs. This assessment brings a human-centered approach to your organization's growth architecture without the blind spots that come from proximity or politics.
02
Findings that carry weight because they aren't internal
This assessment gives you something internal advocacy never can. Evidence that doesn't require political capital to land, presented in a format that moves from "we think design matters" to "here's what it's costing us."
03
Designed at the systems level, not the feature level
Most assessments map individual touchpoints. This one maps the architecture connecting your design work to business outcomes, patient acquisition, conversion, AI integration, and strategic positioning. The diagnosis shows where the system is broken, not just where the experience needs polish. That's the conversation that earns design a seat at the table.
04
A quantified diagnosis, not an educated guess
Design leaders frequently know something is wrong but can't put a number on it. This assessment closes that gap. Specific revenue opportunity, prioritized by impact, documented in a format your CFO can read. Evidence replaces intuition, and that's the shift that moves the organization from debating whether design matters to deciding what to do about it.
Shanelle Roberts, founder of Patient Growth OS
Why This Works

The woman and background
behind the system.

I built Patient Growth OS because I lived the problem. The research confirmed it wasn't isolated. The credentials below are the foundation the Assessment methodology is built on.

Track Record · Acquisition Architecture
MVP device activation experience for iPad at T-Mobile
Designed the end-to-end activation experience that made the iPad sellable across two distinct customer segments. The work required mapping a new device category to an existing infrastructure that wasn't built for it, then designing the experience that removed the friction blocking purchase.
Generated millions of dollars in annual revenue across two customer segments.
Track Record · Conversion and Cost Recovery
First iOS app for Scam Shield at T-Mobile
Designed the first self-service iOS application for Scam Shield, giving customers the ability to manage a paid product independently. The experience shifted customer behavior from high-cost support calls to in-app self-service, recovering cost at scale without reducing the customer relationship.
Saved $5M+ annually in calls to care.
Track Record · Fraud Prevention and Revenue Protection
First secure digital payment experience at Wilmington Trust
Led the team that built the first digital experience allowing Wilmington Trust to schedule, send, and receive wire and ACH payments in a secure application. Fraud had cost the bank over $60M across three years prior. By securing the payment experience behind authenticated login and building security checkpoints into the payment request flow, the team eliminated fraudster access and significantly reduced incorrect payment entries.
Addressed $60M+ in fraud losses accumulated over three years.
200+ Practices Researched
Not surveyed. Research that delved into patient acquisition architecture, conversion patterns, post-consult drop-off, and digital growth infrastructure across 200+ plastic surgery and self-pay healthcare practices in the US. I know what the pattern looks like across healthcare, not just inside one organization.
20 Years of Product and Systems Design
Two decades of designing products, experiences, and enterprise systems grounded in user research, operational architecture, and business outcomes, across enterprise telecom and institutional fintech, healthcare-adjacent verticals. The work includes a U.S. Utility Patent from T-Mobile.
Built from Inside the Problem
In 2025, I designed a field research study. Consult with five surgical practices as a prospective patient and observe the full post-consultation experience. What I found was consistent across all five, a significant gap between the consultation and any structured follow-through to convert interest into a booked procedure. The pattern held as I continued to expand my research online across 200+ practices.
AI in the Strategy Layer
From December 2025 to May 2026, I used AI to write a 210-page book, 100-page workbook, and 240-page journal documenting the gaps I found and work through the system I've designed for private surgical practices. It helped me think through the process and evaluate possible solutions. With AI, I've authored multiple healthcare service agreements across 5 major revenue streams, four-tier pricing architecture for the Patient Growth OS, and a full go-to-market strategy using AI as a researcher and strategic thinking partner. This is what AI integration at the systems level can look like.
IP Not Opinion
The Assessment delivers a proprietary diagnostic framework that are grounded in human-centered design principles and methods, research, and systems thinking.
Fixed Scope. Real Clarity.
This isn't discovery for a larger engagement. The Assessment is the engagement. Fixed scope, fixed timeline, specific output. Organizations with design and marketing teams take the findings and roadmap and implement internally. Practices without a dedicated design or tech team can engage the Patient Growth OS for implementation, a separate agreement, if the working relationship makes sense.
Right Fit

This engagement is selective.

I work with 2 healthcare organizations each month to ensure the quality. The Assessment works best when the conditions are right, and I'll tell you honestly in the 30-minute call if they aren't. If timing doesn't align, I maintain a short waitlist. I will mention this in your call if it applies.

Not the right fit if:
  1. Your organization wants another vendor or tool to solve your growth problems, not a strategic partner.
  2. You're looking for validation of a decision already made.
  3. You're not yet ready to connect design to a business outcome you can measure.
  4. Your organization is focused on replacing humans with AI rather than using AI to make the humans in the room significantly better at their work.
  • You lead design at a healthcare organization and you're being asked to prove design's value to business leadership, without a clear framework for how to do that.
  • Your organization has an AI mandate and hasn't figured out the right framework for where design actually connects to it at the systems level, not as a productivity tool, as a strategy.
  • You know patients or customers are leaving between first contact and committed care, and no one has diagnosed why at the system level.
  • You want clarity before commitment, a specific diagnosis of what's broken and what it costs, before any implementation decision is made.
  • You have C-suite access, or can create it. The Assessment requires one executive sponsor in the readout for the findings to have organizational traction.
Stay in Touch

Not ready yet? Stay close.

I share research findings, pattern observations from the field, and thinking on patient acquisition, design strategy, and AI in healthcare. No pitch cadence. Just work worth reading.

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The Conversation

It's not just about what I can do.
It's about what you're trying to solve.

The 30-minute call is a diagnostic conversation, not a pitch. We talk about what your organization is navigating, whether this engagement is the right fit, and what you'd walk away with. If it's not the right fit, I'll tell you that too.

Engagements begin at $35,000, scoped to organization size. The 30-minute call determines fit before any commitment is made.

Book a 30-Min Call No obligation · No sales deck · Just the right conversation