When COVID-19 shut down workplaces, the client’s mobile vision-testing business evaporated overnight. They successfully repurposed their mobile centers to support pharmaceutical trials but were uncertain whether to build a long-term clinical-trials business once normal operations resumed.

New interoperability rules threatened to erode demand for the client’s core hospital indexing product. Leadership needed to gauge how much risk the regulation posed and to identify growth paths beyond hospitals.

The client planned to build in-store health clinics but lacked a digital bridge to unify customer health engagement. The innovation group sought guidance on how to design and prioritize digital offerings that complemented its physical assets.

The client’s physician-office sales model constrained growth. They wanted to test whether a direct-to-consumer offering could accelerate adoption and feed physician demand.

Ransomware attacks had driven up insurance premiums and threatened coverage for member hospitals. The association needed a plan to protect members and restore insurer confidence.

A breakthrough technology promised faster, simpler disease-activity testing but clashed with the firm’s original complex platform. Board, founder, and management were deadlocked over which path to pursue.