Case study · Growth-stage life sciences company
Nine months from a stalled initiative to a CEO mandate: every first patient touchpoint digital, humans where they matter most, and a company learning to build for itself.
The chatbot was open-ended and FAQ-based, six months in development, and too error-prone to ship. The problem wasn't the technology. Nobody had defined what business outcome it was supposed to move.
We replaced the open-ended bot with a business case: can an outbound digital agent increase patient activation and engagement, measured by connection rate and time-to-connect to the human team behind it? Then we proved it with a controlled test leadership could see.
The number that changed everything came from the cohort comparison: patients who got the digital agent converted to the qualifying diagnostic, the first step toward eligibility, at three times the rate of those who didn't.
The CEO's standing problem was scale: human infrastructure can't grow at the rate the patient volumes were projected to. The cohort result reframed it. The mandate that followed: every first touchpoint across the patient journey, from qualification through long-term follow-up, handled by a digital agent, with human teams backstopping every step.
A sequenced roadmap of twelve agent use cases. Six under way in the first nine months.
In parallel, an Executive AI Orientation put AI to work as a strategic thought partner for the leadership team. Fluency at the top became appetite everywhere: an enterprise-wide AI rollout, an AI keynote to the full commercial team at the company meeting, and a migration to Claude on our recommendation when the stronger model shipped.
Today that runs as three tracks: company-wide Claude training, department-level AI workflows across marketing, sales, market access, and commercial analytics, and a build capability of their own.
The proving ground was prior authorization intake. Discovery mapped the operation end to end: 26 workflows across nine systems, roughly 265 manual steps, all of it funneling through a single intake specialist processing about 80 documents a day. The team was heroic. The workflow was fighting them. And as volumes grew, that front door was the constraint on every authorization behind it.
In six weeks: a strategy that picked intake as the right starting point, an engineering-ready product definition with 22 user stories and acceptance criteria, three solution paths evaluated side by side, a domain vendor, CRM-native automation, and a custom build, and a production-grade working build with live Salesforce integration.
The software mattered. The proof mattered more: bespoke enterprise builds were within the company's own reach. That cycle, strategy, product, evaluation, build, became the template for their internal build capability.
"We would not be on this path without Genflare. They've been a catalyst for the entire organization." Chief Executive Officer
Nine months in, the client runs its own tools, trains its own people, and builds with its own team. That was the design. We catalyze, build alongside, and transfer capability, then advise at the frontier while the organization runs.
The work starts the minute you tell us what you're working on.