PANEL: Christine Nurnberger of Bottomline Technologies, Meg Hoyecki of Ciox Health, Bassem Hamdy of Procore Technologies http://b2bmarketing.exchange

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CMO Panel: Changing Priorities &
Expectations for Performance
Marketing

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 Jim D’Arcangelo, VP Marketing, When I Work
 Meg Hylecki, VP Marketing, Ciox Health
 Bassem Hamdy, EVP Marketing, Procore Technologies
PANELISTS

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Serial Start-up/Growth Guy Riding the CMO Wave
CMO 2008 Core Capabilities: Marketing
 Volume:
Aria Systems, 2008
 Volume and Veracity:
Booker, 2014
 Volume X Veracity X Velocity:
When I Work, 2016
CMO’s 2017 Core Capabilities: Finance; Dev/Systems Architect; OD; Process Design;
Marketing
Changing Expectations & Priorities For Top Marketing Executives:
The Tech Growth Company CMO – Then and Now

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 Rising CAC and CPA; dropping LTV; bloated Junk Leads
 Four systems grappled with prospect comms and marketing automation
 No one owned customer lifecycle
 No understanding of prospects and customers: no personas, UVPs, buy
triggers, use cases or testimonial logic
 No alignment of Sales and Marketing
 No accountability on the team, as individuals
 No telling Finance reporting
Where We Were:
When I Work, 4Q16

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Plan to Orchestrate Marketing Overhaul with Business Plan and Timing
Sprinting on People, Processes and Technology Planes
 Data cleansing
 System transition and consolidation; Systems Selection and Build Out
 Analytics and Financial accounting
 Market research to understand prospects and customers
 Personas, UVPs and triggers from Unaware to Advocacy
 New Data-sourced roll outs to drive speed
 Team skill sets; Stakeholder alignment; Analytics/KPI-driven culture
Where We Went:
When I Work

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 Dropping CAC and CPA; rising LTV; taking chunks out of Junk Leads
 Marketo implemented; Radius as List Source; Bizible
 Doubled lead channels
 Content by persona, by vertical, by consideration stage, right-formatted
 Customer lifecycle and experience engagement in place; Marketo & Influitive
 Expansion to multiple, targeted new vertical markets
 Full Sales and Marketing alignment; Integrated funnel and structure; ABM
 People: 75% new team; >80% new JDs
 Culture of stakeholder and KPI accountability
 Finance interlock on reporting to drive lead to LTV spectrum;
Where We Are:
When I Work, 1Q17

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CIOXHEALTH.COM
F O R G R E A T E R H E A L T H

8. 8
7,500+HIM professionals and
record release experts
400+
EMR systems for
record access
60%
of all medical record
requests come
through Ciox
40M+
requests for health
information reliably
handed annually
100+
health plans
served
1M+
unique requesters who need
access to protected health
information
3 out of 5
U.S. hospitals
served
40
years of health information
management experience

9.  One-page document distributed to entire
company that articulates:
• Who we are
• What we do
• How we do it
• Why you should work with us
 One voice
• The same story told by 7,500 employees is
louder and stronger than 7,500 disparate
stories
The “First Impression”
9

10. HIM DIRECTOR: INFLUENCER AND CHAMPION
10
Buyer Profile
COREPERSONA
INFORMATION
Buying Role
• Serves as the champion for
selecting release-of-
information services.
• Initiates the vendor
investigation/
consideration.
• VP Revenue Cycle or CFO
signs off on the purchase.
Buying Triggers
• Existing process is broken.
• There are issues with the
vendor or in-house.
• Complaints are reaching the
executive level.
• Operations manager under
her may initiate as well.
Profile Snapshot
This role is responsible for data integrity, privacy and security across the entire integrated healthcare system. She is focused on the
business side of healthcare management, including managing clinical and financial data. She is risk-averse and just wants her job to be
easier. She typically has had a long tenure with the organization and may be change-resistant. Younger HIM directors may be more open
to change. Electronic Health Records (EHR) is changing her role and pushing her outside her comfort zone.
Titles I May Have: HIM Director, Corporate Director of HIM, Medical Records Department Director (older title)
Specific Initiatives
• Coding – number one priority because it
drives revenue. Problems with coding are
either productivity (#1) or quality (#2)
issues.
• Privacy and compliance – must ensure
records compliance; this touches
different parts of the hospital. Some
facilities may have a privacy officer or a
separate privacy-compliance office.
• Make the job easier – overarching goal. If
problems arise, she risks getting fired.
General Priorities
• Oversee coders to maximize
productivity and accuracy, hiring
additional coders as necessary.
• Ensure accurate and complete
medical record documentation.
• Manage audits and denials from
third-party payers/auditors.
Top Pain Points
• Coding – measured on record processing to
prevent backlogs that affect cash flow.
• Information governance – need correct and
timely documentation by staff or can’t code.
• Budgeting – see ROI as way to capture
revenue to support other areas.
• Customer complaints re: privacy/compliance.
• Technology – how to implement new
automation processes.Vendor Criteria
• Managed services – number one
criterion. Wants a vendor to handle
the day-to-day operational issues and
take if off her plate. Also, the vendor
takes on the risk for the operation.
Both on the coding and ROI side.
• Technical features – nice-to-haves, but
not primary criteria.
Measures of Success
• No complaints.
• Coding is accurate.
• Denials of payment are minimized.
Watering Holes
AHIMA (American Health Information
Management Association). National
association is resource for regulations,
guidance, education, etc. Not the state
AHIMA chapters.

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Hyper-
local
Regional Focus

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Procoreas
apublisher
40,000+ subscribers

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