Clinical evidence and B2B dashboards for an Employee Assistance Program launch.
Kyobo Life Insurance was launching an EAP for corporate clients. The commercial pitch needed clinical evidence that procurement teams could actually evaluate, and the post-sale workflow needed a workforce-level dashboard the HR audience would use. I led both pieces.
The B2B audience asks different questions than B2C.
Kyobo Life Insurance was bringing an Employee Assistance Program (EAP) to market, workplace mental wellness and chronic-disease management bundled with their insurance product, sold to enterprises rather than individuals. Two needs sat upstream of launch: clinical evidence that procurement teams could evaluate, and an ongoing workforce-level dashboard their HR and benefits leaders would actually use post-sale.
The standard B2C analytics most digital health products run does not translate. Enterprise buyers do not care about individual app sessions; they care about reach across their workforce, programme intensity among the engaged population, and clinical outcomes that justify the line item on next year's benefits budget. The work was as much about re-framing the audience as it was about the math.
Pilot user data, employer rosters, baselined where consented.
- EAP pilot user data: programme engagement events, feature-level usage, and self-report clinical measures (wellbeing scales, chronic-condition self-management adherence).
- Participating-employer rosters: workforce-level grouping with strict separation between enterprise tenants.
- Baseline measurements where users consented to a pre/post comparison.
Selection bias was the single biggest data hazard: who chooses to enrol in an EAP within an enterprise is non-random. I documented the implied sampling structure and surfaced it to the clinical team upfront, so the validation results would not be over-claimed downstream.
Two deliverables: a validation, and a dashboard built for HR.
Clinical validation
For the chronic-disease cohort I ran within-individual paired comparisons between baseline and follow-up on self-management adherence and wellbeing scores. I reported effect sizes alongside significance rather than presenting p-values alone, so procurement teams could evaluate magnitude on its own terms instead of having to interpret statistical significance through a layer they were not expected to know.
Where the data allowed, I added treatment vs comparison cohorts with explicit attention to selection. The interpretation always carried its own uncertainty disclaimer; clinical claims work better when they are honest about their conditions.
Workforce-level user analysis
Feature-level engagement segmentation, retention curves, and time-to-first-value cuts by workforce segment surfaced patterns that informed the product roadmap (some features drew repeat use; others were tried once and abandoned). The same analysis fed the dashboard's intensity panel, so what informed the product also informed the buyer.
B2B dashboard built for HR, not engineers
I designed the dashboard around three workforce-level questions:
- Reach: what percentage of the workforce engaged with the programme.
- Intensity: depth of engagement among the engaged population.
- Outcomes: clinical and self-report effects, with peer-benchmark context.
Each enterprise sees only its own employees, with anonymised peer-benchmark cuts so they can place themselves against the market. Power BI implementation used row-level security so enterprise tenant isolation was enforced at the data layer, not just in views.
Effects measurable, segments differentiated, dashboard adopted.
- Clinical effects measurable on the chronic-disease cohort, with effect direction consistent with published EAP literature. The pitch could move from theoretical claim to empirical evidence.
- Engagement patterns differed across workforce segments. Some features drew repeat use across segments; others succeeded only in narrow contexts. The roadmap re-prioritised on this evidence.
- The dashboard structure worked as a sales artefact. The same three panels (Reach / Intensity / Outcomes) framed both the procurement conversation and the post-sale account-management workflow. In B2B health, the report often is the product.
Productising the dashboard as the foundation for the sales motion collapsed two artefacts into one. Procurement saw the same view their HR team would later operate; the implementation conversation started ahead of the contract.
Used in pitch, productionised in deployment.
- Clinical findings entered the commercial pitch deck and the procurement-response template.
- B2B dashboard productionised and rolled out to enterprise clients with row-level security and tenant isolation.
- Workforce-segmentation insights influenced product roadmap: feature prioritisation moved from intuition to evidence.