A compliance company that chose warmth over fear. Here's what happened to revenue.

Person Centered Tech served mental health practitioners navigating HIPAA compliance — a category almost universally built on fear. Get compliant or get fined. The PCT founder saw it differently: he was an educator first, and the platform reflected that. Generosity was baked in. Vast amounts of content and resources lived on the homepage, freely available, ungated. The list had 15,000 people. The commercial infrastructure to convert them barely existed. I came in as their first marketing hire, initially brought in to support an outside agency relationship. The agency wasn't working. After a significant leadership transition, I made the case to restructure — cutting the agency, rebuilding the customer-facing team, and taking direct ownership of the marketing function.

• Rebuilt the brand: soft blues + tech green, garden metaphor, warmth over urgency
• Rewrote every touchpoint to lead with safety instead of pressure
• Restructured kitchen-sink free resources into a tiered product model
• Made the case for 5 pricing increases — each grew buyers, churn stayed flat
• Helped develop the PCT Way framework and launched Practice Care Premium
• Grew email list 37% and email-generated revenue 43.6% from scratch

The first thing I rebuilt was the brand. The existing visual identity felt borrowed and off — it didn't match the audience. Mental health practitioners don't respond to fear and they don't respond to pressure. They respond to safety. I moved the brand to soft blues supported by a tech green, built a garden metaphor around the idea of a safe, secured practice, and rewrote every communication to lead with warmth instead of urgency. Subject lines that said 'you did it' instead of 'don't miss this.' Onboarding copy that said 'we're glad you're here' instead of 'get compliant now.' Every touchpoint designed to feel like the platform itself — person-centered, never extractive. Then I rebuilt the commercial architecture. What had been a kitchen sink of free resources became a tiered product model — the more unique and practice-specific the offering, the more premium the tier. I made the case for pricing increases five times over the course of the engagement, each time researching comparable offerings and building the rationale. Each increase resulted in more buyers, not fewer, and churn stayed flat. I helped develop the PCT Way — the framework for talking about their services and positioning their value. I helped conceive and launch Practice Care Premium, a subscription tier that bundled the adhoc services into a coherent product. I coordinated CEU production, contributed to the marketplace build, and supported the dashboard and team features as they developed. I also grew the email list by 37% and increased email-generated revenue by 43.6% through a comprehensive email strategy built from scratch. The shift was from a founder giving things away because he believed in access, to a business that could sustain itself because it charged appropriately for genuinely valuable things — without ever using fear to do it. I also made the calls that nobody likes making. I made the case to restructure the agency relationship and rebuild the customer-facing team after it became clear both were creating more problems than they solved. Neither decision was comfortable. Both were right. Knowing when the people around you aren't working — and being willing to say so clearly — is its own kind of leadership.

Move faster on pricing. Every time I floated the idea there was hesitation, and every time we did it the results proved the hesitation wrong. The audience trusted PCT precisely because it didn't feel extractive — which meant they were willing to pay more than we assumed. I'd have made that case earlier and more confidently. The data was always going to support it.