JUSTIN INGRAM / TELEHEALTH GROWTH INFRASTRUCTURE
Connect the systems around acquisition so the next campaign has somewhere reliable to send demand. I help telehealth founders organize account ownership, websites, CRM workflows, creative operations, and reporting.
By Justin Ingram · Telehealth marketing strategist & fractional CMO · Updated October 16, 2026
Discuss your growth plan ↗THE BUSINESS PROBLEM
An ad platform can report leads while a CRM loses their source, a booking system records a different status, and a revenue report cannot distinguish new buyers from returning ones. The solution starts with the journey and its owners. I map the growth infrastructure around the business, then prioritize the integrations and operating changes that make that journey measurable.
A decade of medical marketing experience, with telemedicine funnels, ads, and campaigns since 2020, informs how I approach the work.
Document the path from first visit to inquiry, booking, purchase, and repeat business where relevant. For each transition, identify the system of record, responsible person, expected response, and exception path. This reveals gaps before another tool is added.
Inventory advertising accounts, domains, analytics, CRM, and relevant integrations. Clarify business ownership, team permissions, and recovery responsibilities. Coordinate technical changes with the people responsible for security and operations.
Define the events that trigger a handoff, reminder, or follow-up. Separate a submitted inquiry from a booking and a booking from an attended consultation. Specify duplicate handling, failed delivery, and the path for a team member to resolve an exception.
Walk test records through the permitted journey, reconcile source fields and event counts, and document known limitations. Deliver an ownership map and QA checklist so the team can maintain the system after launch.
A PRACTICAL SCOPE
For founders with fragmented tools, a new launch, or a team that needs a shared operating model. This work covers marketing and growth operations; clinical systems and clinical decisions remain with the appropriate specialists.
We agree on priorities, decision owners, and a review cadence. The scope can be a focused workstream or part of ongoing fractional CMO leadership.
EXPERIENCE YOU CAN EXAMINE
The attribution case illustrates the reporting questions the infrastructure should answer: which channels contribute, what a first-time customer costs, and how repeat purchases change customer value.
Explore the documented evidence ↗BEFORE WE START
Not automatically. I review the current stack against the required journey and identify the smallest useful changes before proposing a replacement.
Yes. Briefing, review, production handoffs, testing priorities, and reporting can be part of the operating system around paid acquisition.
The engagement defines what I own and what your developers, operations team, or specialist partners implement. Each handoff has an accountable owner.
SPECIALIST MARKETING / ONE CONNECTED GROWTH PLAN
Explore how the work changes across GLP-1 telehealth, hormone therapy, peptide businesses, creative, infrastructure, and attribution.
THE RELEVANT SERVICES
Explore the scope and approach behind these connected services.
THE NEXT CHAPTER IS YOURS
Tell me what you’re building.
And what’s standing in the way.