ana health
growth systems and operational visibility
During my time with Ana Health, I helped turn acquisition ideas and operational questions into working forms, integrations and tools the team could use.
- role
- growth technology contractor
- period
- May to August 2025
- adoption
- 1,400+ people used the risk-mapping workflow during the engagement
why I built it
I worked with the growth team and collaborated with technology on landing pages, lead capture, funnel components and commercial integrations. My role was to turn a practical need into a working flow and give the team a clearer view of the information it produced.
A larger internal project supported workplace risk mapping. It connected structured responses, automated scoring and management indicators, giving the team a consistent way to work with the collected information.
what I contributed
- acquisition
- Landing pages and forms connected to the team's commercial workflow.
- integration
- Information moved from collection into operational follow-up and reporting.
- internal tools
- A structured risk-mapping workflow with automated scoring and indicators for management.
- product delivery
- Implementation within a cross-functional team, translating business needs into usable software.
what this experience shows
The work required connecting the team's language with a system that people could actually use: clear inputs, consistent processing and information presented for the next decision.
The source code and internal system remained with the company after my engagement. This case describes my contribution and the reported adoption; it does not disclose the scoring model or make claims about the current implementation.
This is an example of my work with growth and operational teams: connecting forms, integrations and reporting to a concrete business need.