Turning a 30 NPS compliance platform into an 80
Vendor credentialing for hospital product safety and compliance, $25M+ quarterly revenue, 175,000 healthcare professionals, 6,000 health systems.
The setup
GHX Vendormate is the credentialing backbone for how medical device representatives get approved to enter hospitals. Every rep needs compliance training, insurance certificates, and facility-specific policies on file before they can set foot in an OR or clinic. The platform sits on top of $25M+ in quarterly revenue.
When I joined, the product was wide but not deep: 6,000 health systems, 175,000 individual healthcare professionals, and a credentialing workflow that had drifted behind customer expectations. NPS was stuck at 30%.
What was broken
Product NPS was at 30%, healthcare workers, administrators, and vendor reps all flagged sluggish document review, opaque status, and accessibility gaps.
Time-to-compliance was a choke point for new reps being onboarded, directly slowing hospital access and revenue recognition.
A major billing model change, migrating 3,600 enterprise customers to membership pricing, needed to land cleanly without customer churn.
Training course resale through third-party providers required an API framework that didn't yet exist.
What I did
- Data-driven backlog prioritization Rebuilt the prioritization rubric around NPS driver analysis, customer support themes, and accessibility audits, so roadmap effort lined up with actual user friction rather than loudest internal asks.
- Document management workflow optimization Owned the redesign of the credentialing document lifecycle across upload, review, expiration, and re-certification, cutting handoffs and making status transparent to the vendor rep and facility admin simultaneously.
- API-driven training resale framework Owned workflow design and product documentation for the training course resale API serving 175,000 healthcare professionals across 6,000 systems, including the 360training partnership that added OSHA and workplace-safety content into the Vendormate compliance catalogue.
- Membership billing migration Led the transition of 3,600 enterprise customers from transactional to membership billing, delivering 40+ training sessions to internal account managers, customer success, and vendor admins.
- Web accessibility baseline Drove WCAG-aligned improvements through the product surface, contrast, focus, keyboard nav, and screen reader semantics, both for compliance and as a real NPS lever.
- Unified UI artifacts library Every feature release required duplication across two separate Vendormate environments with different stacks. Built a unified UI artifacts library and folded mobile components into the design process, cutting several days off every release and removing a quiet but constant tax on the eng team.
- Early internal LLM advocacy Championed the first internal pilot of ChatGHX, GHX's emerging LLM tool, as a documentation and ops-support surface, uploaded the product documentation library and onboarded customer success and operations as the first users. Speculative in 2022/23; the pattern is standard now.
What moved
Product NPS in 12 weeks through data-driven backlog prioritization and web accessibility improvements.
Time-to-compliance across all health systems by optimizing document management workflows.
Enterprise customers migrated to the new membership billing model, supported by 40+ training sessions.
Healthcare professionals served across 6,000 systems on the API-driven training resale framework.
Built with
What I learned
- The honest negative feedback. Reviews were positive, but one critique recurred: "spreads priorities thin." It was real, every workstream moved a little slower than if I'd narrowed focus. But that breadth is also what unlocked the 30→80 NPS sprint. Knowing the document workflow, the billing model, the accessibility gaps, and the vendor rep's lived experience at the same time meant I could see which roadmap order would compound and which wouldn't.
- Closeness to the work was the lever. I was on customer calls, internal ops calls, and sales calls. Expensive in hours, but the highest-leverage move I made, product decisions came from being able to translate live customer language ("the iframe makes me feel like I left the portal") into specific UX choices ("keep the branded chrome on the iframe transition") without losing anything in the handoff.
- The shipped thing that didn't make the headline metric. The unified UI artifacts library is what I'm quietly most proud of. Every release used to duplicate across two stacks. After the library landed, that overhead disappeared, a few days off every release, compounding over the year.
- Internal LLMs, early. Champion of the first internal pilot of ChatGHX. In 2022/23 this was speculative; the pattern is now standard, and being early to it changed how I framed the AI tooling work that came later.
- Owning the data fluency was a force multiplier. Membership reporting, ops metrics, and ad-hoc executive questions ("how is the new tier playing in IDN-X this month?") needed a single point of contact who could turn vague asks into 10-minute answers. That data fluency saved engineering from running monthly report cycles by hand (later automated with UIPATH) and meant every roadmap argument had numbers behind it. Not glamorous; highest-trust currency I had with sales and leadership.