Carbon Health

Our work at Carbon Health focused on virtual care. The opportunity was specific: bring new patients into that offering and evaluate growth through patient acquisition, rather than through general awareness of the Carbon Health brand.

That distinction kept the remit tied to a real service and a real customer outcome. Visibility could support acquisition, but visibility alone was not the destination. The work needed to reach the patient funnel.

Virtual care can generate interest without generating new patients. People may engage with a message or visit a page without moving into care. A growth effort therefore needs a measure that reaches beyond the campaign itself.

The challenge was consistent acquisition, not a single burst of attention. Looking at new patient growth month over month made the commercial objective concrete: the offering needed to attract more new patients over time.

The Gremlin’s work centered on growth marketing for virtual care and new patient acquisition. The focus was not a companywide brand overhaul or a claim to have built Carbon Health’s broader operating model. It was the acquisition task within the virtual care business.

Growth performance measurement formed the other part of the remit. Month over month patient acquisition provided the lens for judging progress, connecting the marketing work to the people entering the offering rather than stopping at traffic or engagement.

The reported result was 20% month over month new patient growth in virtual care. This describes growth in new patients for that offering, not a 20% increase in total company revenue or growth across every Carbon Health service.

The result matters because it sits further down the funnel than awareness. It shows the work translating into new patient acquisition, which was the central objective of the engagement.

Carbon Health represents a focused growth engagement: an existing service, a specific acquisition objective, and a concrete patient growth measure. The work was about growing demand into usage rather than treating attention as the finish line.

For businesses with an offering already in market, the lesson is to define growth in terms of the customer action that matters. A stronger campaign report is useful only when it connects to a stronger acquisition outcome.