Leading digital strategy inside a regulated healthcare system — four major programs, two radically different stakeholder worlds, and the process infrastructure that held it all together.
Ascension — Seton Healthcare Family was one of the largest faith-based healthcare systems in central Texas. The digital team operated as an internal agency serving clinical, operational, and marketing stakeholders across multiple facilities and service lines. The environment was regulated, highly stakeholder-driven, and running on legacy infrastructure in several areas.
The work included a patient-facing scheduling system integrated with legacy clinical software, a secure physician portal navigating Active Directory and SSO complexity, a major multisite Sitecore CMS migration, and the digital marketing infrastructure that ran across all of it. None of these programs were simple. Most involved simultaneous coordination across IT, security, compliance, legal, clinical operations, and external vendors — and every one of them had real users at the end of it.
I served as the primary delivery partner and advisor to clinical, operational, and marketing stakeholders — owning requirements discovery, guiding scope and feasibility decisions, and coordinating across IT, security, compliance, vendors, and internal teams. The internal agency model meant I was running multiple concurrent programs simultaneously, each with its own stakeholder group, timeline, and risk profile.
My boss designed the technical architectures. My job was to own client delivery within them — translating what stakeholders needed into requirements the technical team could build, and translating what the technical team was building back into terms the stakeholders could review and approve. Four years of being the person in the middle of two groups who spoke completely different languages.
Sitecore CMS migration
Led client delivery for the migration of a large multisite Seton web presence into Sitecore. Coordinated content strategy, technology planning, redirect governance, and stakeholder alignment across a complex multi-year effort. My boss designed the architecture. I owned everything the client touched.
Secure physician portal
Led requirements discovery and delivery for a secure portal serving physicians and clinical staff across multiple provider types. Navigated SSO complexity, Active Directory integration, multiple clinical systems, and strict security and compliance requirements. Documented provider types, access levels, and integration dependencies before a line of code was written.
Online scheduling
Led the patient-facing online scheduling experience — requirements, vendor coordination, and stakeholder alignment across clinical operations and marketing. The patient UX needed to feel simple. The legacy scheduling systems underneath it were not. Holding those two realities together without letting either one win completely was the job.
Digital marketing and analytics
Directed CRM-driven engagement programs and digital marketing operations across patient and provider audiences. Used analytics to evaluate performance and guide decisions. Managed campaign briefs, vendor relationships, and multi-channel execution in an environment where every communication touched compliance review.
The hardest thing about healthcare digital delivery is not the technology. It is the stakeholder gap. Clinical teams speak in patient outcomes, service lines, compliance obligations, and operational workflow. Technical teams speak in architectures, integrations, access controls, and implementation constraints. Marketing teams speak in campaigns, personas, and conversion funnels. All three need to agree on requirements before anything gets built, and they rarely start from the same place.
My job was to run discovery sessions that surfaced the real constraints before they became launch-day problems, write requirements documentation specific enough that technical teams could build to them without constant clarification, and create process maps and project briefs that let each stakeholder group see their piece of the program clearly without needing to understand everyone else's.
The physician portal work is the clearest example: before I could write a requirement, I had to document the full provider type taxonomy — what access each type needed, what clinical systems they touched, what the authentication model had to support. That discovery work was the project. The technical build was a consequence of it.
Four years in an internal agency environment taught me that the most durable thing a PM can build is not a website — it is the process that makes the next website easier. The artifacts I left behind at Seton were used after I left.
Intake and scoping
Digital Project Brief template
A structured intake document that walked marketing leads and clinical stakeholders through strategy, audiences, messaging, analytics requirements, approvals, and design direction before any digital work began. Standardized how the team scoped and kicked off every new program. Became the team standard.
Publishing governance
Content publishing workflow
A documented end-to-end process for publishing content to Seton-managed web properties — from rough draft through compliance and legal approval to digital optimization and go-live. Made the approval chain visible, reduced surprises, and gave stakeholders a shared understanding of what "content is final" actually meant.
Requirements documentation
Visual and descriptive requirements
Developed visual, descriptive, and spreadsheet versions of scope and requirements documents across multiple programs — choosing the format that matched the audience. A visual stakeholder gets a flow diagram. A technical stakeholder gets a data table. Both need to be looking at the same truth.
Artifact library
Sitemaps, wireframes, timelines, process maps
Some of the most detailed work product in this portfolio — sitemaps for complex multi-site architectures, wireframes for patient-facing experiences, project timelines for multi-year programs, and process documentation that made complex regulated-environment workflows legible to people who hadn't lived through building them.
Delivered a secure physician portal serving multiple provider types — SSO, Active Directory, multi-system integration, and strict security requirements all documented and coordinated before build began.
Led client delivery for a complex multisite Sitecore CMS migration — requirements, content strategy, redirect governance, and stakeholder coordination across a multi-year program where my boss designed the architecture and I owned everything the client experienced.
Delivered a patient-facing online scheduling experience that balanced modern UX expectations against the constraints of legacy clinical scheduling systems underneath.
Created a Digital Project Brief template that became the standard intake and scoping document for the team — used on every new program after I built it.
Documented a content publishing workflow with compliance and legal approval checkpoints built in — making the approval chain visible and reducing launch-day surprises.
Maintained working relationships across clinical, IT, marketing, compliance, and legal stakeholders simultaneously for four years — the kind of cross-functional trust that only exists because someone built it deliberately.