EHE · Brand & Systems Design
Overview
EHE Health is a 100-year-old preventive care company operating in a category where trust, warmth, and clinical credibility have to coexist. The existing brand and website had aged out of that balance.
The deeper problem was structural. EHE’s value flows through two completely different people, the employer who funds access and the employee who uses it. Those two people have nothing in common in how they evaluate, decide, or engage. The existing platform treated them as variations of the same user. They are not.
The visual identity felt institutional, communicating obligation rather than care at every touchpoint.
The content was dense, built around EHE's service offering rather than how either audience actually evaluates or decides.
The experience communicated obligation, not care, and neither employers nor employees were being met where they were.
Research
Before any design decisions were made, I ran stakeholder studies with nine participants to understand how the service actually operated, where it worked, where it broke down, and what each audience needed from a digital experience.
Where employers were making decisions and what information they needed to act, mapped to specific moments in the evaluation journey.
Where employees were dropping off and what friction was preventing engagement, behavioral triggers, not feature gaps.
The service blueprint became the foundation the entire product was designed against, and every architecture decision tied back to it.
Service Blueprint
Two journeys: employer plan purchase and employee preventive care enrollment and delivery
| Layer | Awareness | Evaluation | Purchase | Enrollment | Ongoing Care |
|---|---|---|---|---|---|
| Physical evidence | WebsiteSales materials |
Case studiesProposals / decks |
ContractWelcome kit |
PortalEmail invite |
Clinic + lunchApp / health report |
| Employer Journey | |||||
| Employer actions | Discovers EHEReferral or ads |
Reviews programROI data and outcomes |
Signs contractSets up plan |
Communicates benefitInternal staff comms |
Monitors utilizationRenewal decision |
| ↕ Line of interaction | |||||
| Frontstage (EHE) | Sales outreachMarketing content |
Stakeholder consult9-person study + demo |
Account setupOnboarding call |
Portal accessEmployee comms kit |
Account mgmtUtilization reports |
| ↕ Line of visibility | |||||
| Backstage (EHE) | Lead generationMarketing ops |
Research synthesisService blueprint |
Legal and billingPlan configuration |
IT provisioningData security |
Lab processingResults system |
| Support systems | CRMContent platform |
Research findingsJourney mapping |
Payment infraPlan management |
Web appIdentity management |
EHR systemCare scheduling |
| Employee Journey | |||||
| Employee actions | Learns about benefitVia HR or employer comms |
RegistersPortal or email invite |
Books assessmentSchedules 4-hr clinic |
Attends clinicFull assessment + lunch |
|
| ↕ Line of interaction | |||||
| Frontstage (employee) | HR commsBenefit portal |
Web appOnboarding flow |
Scheduling toolReminder emails |
Clinic staffHealth report delivery |
|
| ↕ Line of visibility | |||||
| Backstage (employee) | Identity mgmtAccess control |
DashboardGoal tracking |
Calendar APIMentor matching |
EHR and labsApple Watch API |
|
Key Drop-off Risks
Brand
“The Art of Health” wasn’t just a tagline, it was the strategic platform the entire brand was built from. It pushed back against how most preventive health companies position themselves: data-heavy, compliance-driven, institutional.
Curated direction toward warm, real, human imagery, deliberately avoiding the clinical stock photography standard in the category.
Redesigned to complement the photography rather than compete with it, supporting the warmth of the brand, not contradicting it.
Visual hierarchy and copy calibrated to feel supportive across every surface, something people wanted to engage with, not something HR mandated.
Information Architecture
The information architecture mapped a platform serving two fundamentally different audiences through a single brand. Every surface had to earn its place in one of two journeys, the employer evaluating a benefit program, or the member managing their own health.
The IA became the structural argument for everything that followed: what lived on the public site, what lived in the application, and where the two had to connect without collision.
The visual identity felt institutional, communicating obligation rather than care at every touchpoint.
The content was dense, built around EHE's service offering rather than how either audience actually evaluates or decides.
The experience communicated obligation, not care, and neither employers nor employees were being met where they were.
The Marketing Site
I directed a full redesign of ehe.health, reorienting the site around how a benefits decision-maker actually moves, not around EHE's service offering. The site serves two audiences through one brand without either experience feeling like a compromise.
Restructured IA around the employer evaluation journey: awareness, proof of value, commitment.
200+ biomarkers and 17% to 91% early detection, translated into ROI, cost reduction, and risk mitigation language.
Designed member-facing content to shift employee perception from HR obligation to personal decision.
Maintained a single cohesive brand across two fundamentally different audience entry points.
The Web Application
The marketing site created the case for EHE. myEHE is where members lived it. Before this work, there was no unified patient-facing application, medical results existed across disconnected portals, and there was no coherent thread connecting benefit awareness to exam booking to results to ongoing care.
I directed and executed the UX for myEHE, designing every surface around a single goal: make the member's relationship with their own health continuous, not episodic.
Members schedule their annual Pulse Exam directly in the application, ending the fragmented experience of navigating separate systems.
Lab results, biomarker data, and physician notes in one place, readable, contextual, and actionable for a non-clinician.
Goal tracking scoped to each member's individual screening results, not generic wellness content.
Specialist referrals and ongoing health coaching built into the core flow, not buried in a separate portal.
Outcomes
Two audiences. One redesigned platform. The work landed differently for each, and both had to be true at the same time.