Unified a cross-suite roadmap and product-to-market vision at a critical inflection point for a complex healthcare organization.
Embedded directly with product and engineering teams, participating in daily workflows, sprint planning, and strategic sessions to drive alignment and accelerate decision-making.
Prioritized use case clarity and user journey mapping, ensuring product development stayed anchored in real member needs rather than feature speculation.
Leveraged competitive intelligence tools and market research to inform build-vs-buy decisions, positioning strategy, and roadmap prioritization with data-backed recommendations.
Deep domain knowledge in healthcare navigation, payer operations, and AI-enabled care coordination ensured we spoke their language and understood their unique market dynamics.
Pager Health is an enterprise healthcare navigation and connected health platform that serves more than 26–28 million members through leading health plans, providers, and employers across the U.S. and Latin America. By combining AI-driven digital agents with human clinical and concierge teams, it simplifies benefits navigation, provider selection, claims, and care coordination while delivering personalized support at scale across every major line of business.
"Oliven Labs provided invaluable augmented product management support during a critical transition period for our team. Over six months, Jen seamlessly integrated with our product, engineering, and architecture teams, driving key initiatives forward while we hired a new team member.
She led research, organized and kicked off value drivers, user personas, and key features for a new product launch. Her comprehensive competitive analysis and GTM support were instrumental in shaping our strategy. Professional, proactive, and highly trusted, Jen ensured we maintained momentum and delivered results. I’m incredibly grateful for the support from Oliven Labs.”
Rebecca Molesworth
VP of Product Management
Pager Health
Pager Health was balancing multiple high-stakes client commitments and an evolved architecture transition. Competing priorities, undefined strategic tradeoffs, and an understaffed product team left execution at risk. Adding to the complexity, the technology team wanted to build everything from scratch, creating fundamental misalignment on tech stack strategy and buy-vs-build decisions. Without a cohesive 2025 roadmap or the senior product leadership needed to translate enterprise promises into development-ready plans, the company had ambition but lacked the aligned execution engine to deliver it.
Elevating team capabilities to close critical strategy, alignment, and execution gaps.
68% of digital projects fail because departments don't align their priorities
Multiple enterprise client commitments and market positioning opportunities created competing priorities without a unified 2025 roadmap or clear trade-offs to guide strategic choices.
44% project managers cite "not enough resources" as a top challenge
Strategic client commitments lacked the detailed planning, well-staffed team, use case clarity, and cross-functional alignment needed to translate enterprise promises into development-ready work.
67% of failed software implementations stem from incorrect build-vs-buy decisions
The technology team's preference to build everything in-house clashed with business realities, leaving critical build-vs-buy and tech stack decisions unresolved when speed mattered most.
Oliven Labs embedded senior product leadership with deep healthcare expertise during a pivotal transition, acting as a trusted extension of Pager Health’s team rather than an external advisor. This approach delivered experienced leadership exactly when and where it was needed—inside daily workflows with product, engineering, and executives—without the delay or cost of permanent hiring. By providing strategic clarity, decision support, and alignment on priorities, the partnership accelerated execution, restored focus, and built confidence in complex decisions. Unlike advisory support, this embedded model amplified progress and momentum while avoiding added headcount.
Developed comprehensive "Pillars" document defining core business services and technology offerings, creating a shared north star for product, engineering, and executive stakeholders to align around platform vision.
Conducted deep-dive analysis of competitors and market trends, including evaluation of emerging AI platforms and M+A activity, providing VP with strategic positioning insights for board and client conversations.
Delivered detailed technical assessments on authentication systems, API gateways, CCaaS platforms, and agentic AI solutions, enabling faster, more confident infrastructure decisions.
Mentored product directors and onboarded new PM director with comprehensive knowledge transfer on business cases, roadmap priorities, and strategic evaluations.
Led collaborative sessions between product, engineering, and architecture teams to break down enterprise client commitments into actionable development work, establishing shared understanding of scope and realistic delivery timelines for Q1 2025.
Created a unified 2025 roadmap with detailed requirements, use cases, and acceptance criteria that transformed competing priorities into a clear, sequenced execution plan aligned across product, engineering, and leadership.
Built go-to-market foundation for new product launch, defining value proposition, competitive positioning, and launch strategy, giving the team the strategic framework to move confidently toward market.
Competitive analysis revealed that industry leaders succeed by defining new categories rather than competing on features, shaping Pager Health’s positioning strategy emphasizing their unique omni-channel AI approach.
Establishing a use case elaboration gate before engineering engagement eliminated the costly churn of sizing work from incomplete requirements and dramatically restored planning accuracy.
Led deep, foundational research for a new product launch, defining value drivers, user personas, and key features alongside competitive analysis and go-to-market support, which accelerated momentum during a critical transition.
Complimenting the VP of Product with a seasoned, C-suite product leader with 30+ years of healthcare expertise during a critical transition period enabled the leadership team to move faster with higher confidence on complex decisions.
C-suite, product leadership accelerated Pager Health 2025 product roadmap, rooted in real customer needs and clear strategic tradeoffs. Confident infrastructure decisions followed from detailed evaluation and market insight. Product, engineering, and architecture worked from shared use cases and planning frameworks that improved collaboration and reduced ambiguity. Leadership gained the competitive context needed for board and client conversations, and the team accelerated toward unified 2025 enterprise commitments. Six major initiatives progressed with measurable momentum while strengthening existing team dynamics.
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