Ray Mina writes about improving healthcare marketing through better patient-journey experiences and measurement that connects campaigns to patient outcomes, CRM data, and revenue.
Most useful for healthcare marketing measurement and patient-journey content aimed at hospital marketing leaders.
Best for
A healthcare technology company connecting marketing CRM data to patient data for outcome-based measurement content.
Not for
Consumer-facing awareness campaigns for hospital service lines measured by local reach and appointments.
Key takeaways
Ray Mina says healthcare should feel as seamless as e-commerce, with organizational obstacles.
They say misleading data, not bad decisions, holds healthcare marketers back.
They advise connecting the patient-data source before layering on modeling and targeting.
Check first: Confirm audience composition, partnership terms, and whether named practitioners will join.
Main ideas
Healthcare should feel as seamless as e-commerce, and the obstacles are organizational, not technical · Misleading data, not bad decisions, is what holds healthcare marketers back · Connect the patient-data source before layering on modeling and targeting
Ray Mina writes about how healthcare marketing can better serve patients and measure what happens beyond a click or form fill.
They argue that healthcare should offer the clear, human journeys people expect from other digital services, and that marketing teams need data connecting campaigns to patient outcomes.
Their posts use examples involving access to experimental cancer treatment, MVP Health Care’s marketing measurement, and OU Health’s connection between marketing data and patient records.
These examples make their work relevant to readers interested in patient experience and healthcare marketing measurement.
Ray Mina connects a broad argument—that healthcare can improve its digital experience and marketing measurement—to practical questions and examples.
One post contrasts strong pageview and form-start numbers with leads recorded in a CRM, showing how teams can optimize for visible activity rather than outcomes.
Another asks whether abandoned appointments could prompt useful follow-up and whether performance could be tracked through booked appointments and revenue.
In a separate example, they describe connecting a marketing platform to patient data before adding claims and propensity modeling.
Their e-commerce comparison is about shared expectations for a seamless, human experience, not treating healthcare and shopping as equally low-stakes.
Readers can follow them for this combination of patient-journey concerns and concrete questions about measurement.
Ask about their signature books, shows, businesses, or earlier work that might explain name searches.
Mina writes about healthcare marketing as a data and experience problem rather than a creativity problem.
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Across their posts, the recurring argument is that people bring everyday digital expectations — seamless, frictionless, human — into healthcare, and that the gap is organizational, not technical.
Their priorities narrow toward measurement: connect marketing to the patient record, optimize against outcomes instead of visible engagement, and borrow mechanics e-commerce has already proved out, such as re-engagement, full-journey attribution, and service-line-level return on ad spend.
The posts teach through named health-system practitioners and their results rather than general advice.
Healthcare should feel as seamless as e-commerce, and the obstacles are organizational, not technical
Mina argues that consumer expectations travel.
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The stakes in healthcare are far higher than buying sneakers, but the expectation — seamless, frictionless, human — is the same. Privacy challenges, data silos, and lack of buy-in are the usual explanations for the gap; they call those "2022 problems" and say the technology already exists, leaving the real question of why the experience isn't better yet.
Mina recalls their father dying of cancer and trying to get him onto, and track, the waitlist for experimental treatments at NIH: "it felt like a black hole."
Over a weekend, they also asked friends whether a healthcare experience should feel more like an Uber experience.
Misleading data, not bad decisions, is what holds healthcare marketers back
Mina separates the marketer's judgment from the signal they are measured on.
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Teams are not failing because they decide poorly; they struggle because the data they are forced to optimize against often does not correspond to real outcomes, so budget follows what is visible rather than what works. The repair: rebuild measurement around real outcomes, connect the full funnel, and establish a privacy-safe data foundation.
MVP Health Care's digital marketing leader Thomas J.
Armitage found pageviews and form-starts looked strong, so budget followed them — but those signals never connected to real leads in the CRM.
After the measurement rebuild, Mina says budget shifted toward what actually worked, spend became easier to prioritize and justify, and marketing performance finally tied back to revenue.
This is the guest's experience as they relay it, not their own employer.
Connect the patient-data source before layering on modeling and targeting
Mina states the distinction plainly: a CRM disconnected from the EMR can report what campaigns did, but not what patients did.
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The order of operations matters — establish the link between the marketing platform and the source of truth for patient data first, then add claims and propensity modeling on top, so audience decisions stop being guesswork.
Heather Linder at OU Health built her growth strategy on closing that gap first, connecting the marketing platform to patient data before adding modeling.
Take the e-commerce playbook literally: abandoned appointments, full-journey attribution, service-line ROAS
Rather than leave the e-commerce comparison as a slogan, Mina turns it into operating questions a marketing team can act on, arguing healthcare deserves the same sophistication as e-commerce because the stakes are much higher.
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A related priority appears in the same post: convening practitioners to work through the change, with more than 50 marketing leaders gathering at House Call Miami in January.
Three questions in a single Cyber Monday post: what if abandoned appointments were treated like abandoned carts, with re-engagement that helps people decide; what if healthcare could move past last-click attribution to see the journey from first impression to booked appointment to revenue; and what if return on ad spend could be optimized at the service-line level the way e-commerce tunes performance down to each product.
Mina introduces a central idea: people bring expectations from everyday digital services into healthcare, too.
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Their personal story shows what is at stake when the journey fails.
Ray Mina’s case for better healthcare journeys starts with a distinction: the stakes differ from buying sneakers, but the expectation of a seamless, human experience does not.
They make the argument personal, recalling the difficulty of getting a dying parent onto—and tracking—a waitlist for experimental cancer treatment at NIH.
They challenge marketers not to treat privacy, data silos and lack of buy-in as permanent reasons for poor experiences.
For brands planning a campaign
The patient-journey story could open a discussion about improving access and experience, giving healthcare marketers a concrete reason to engage with the operational challenges that follow.
Mina’s practical case contrasts visible engagement metrics with business outcomes and shows how that changes budget decisions.
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Mina argues that marketers can make sound decisions and still miss the mark if they optimize against misleading data.
In the example, MVP Health Care’s pageviews and form-starts looked strong but did not connect to real leads in the CRM.
They describe rebuilding measurement around outcomes, connecting the full funnel and establishing a privacy-safe data foundation.
The reported benefits were better budget allocation, clearer spending decisions and a link between marketing performance and revenue.
For brands planning a campaign
A starting point for content about outcome-based measurement, especially for teams trying to connect marketing activity to CRM leads and justify spend.
The post turns Mina’s broader analogy into questions a marketing team can use to examine its own follow-up, attribution and performance measurement.
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Mina turns the e-commerce comparison into three operating questions: could abandoned appointments prompt helpful re-engagement, could attribution follow the journey through to booked appointments and revenue, and could return on ad spend be assessed by service line? The examples make the comparison specific to healthcare marketing decisions.
For brands planning a campaign
These questions offer distinct angles for a campaign or discussion on appointment re-engagement, full-journey attribution or service-line performance.
A concise explanation of the data foundation behind Mina’s measurement ideas: connect marketing activity to patient data before layering on more advanced targeting.
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Mina draws a concise line between campaign activity and patient behavior: without a connection to the EMR, a CRM cannot show what patients did.
The post describes Heather Linder at OU Health connecting the marketing platform to patient data first, then adding claims and propensity modeling.
They present that sequence as a way to make audience decisions less like guesswork.
For brands planning a campaign
For a CRM–EMR discussion, the example suggests a practical sequence: establish the patient-data connection first, then consider modeling and campaign tactics.
Practitioner case studies as the main teaching format3
Healthcare should meet e-commerce-level consumer expectations2
CRM and EMR connection as the foundation for healthcare growth1
Optimize against outcomes, not visible but misleading signals1
Full-journey attribution and service-line ROAS1
Healthcare should meet e-commerce-level consumer expectations
Ray Mina argues that consumer expectations for a seamless, frictionless, human experience are the same in healthcare as in e-commerce, even though the stakes are far higher.
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One post describes the difficulty of getting and tracking a place on an experimental-treatment waitlist at NIH while their father was dying of cancer, then reports asking friends whether healthcare should feel more like Uber; the answer was "Duh."
A Cyber Monday post extends the comparison, asking what would change if abandoned appointments were handled like abandoned carts, with re-engagement that helps people decide.
Ray Mina treats privacy concerns, data silos, and lack of buy-in as solvable organizational problems rather than technical limits, calling them "2022 problems."
Comparison-led argument: takes a familiar e-commerce pattern (abandoned carts, ride-hailing), asks what the healthcare equivalent would be, then answers with a personal example.
For brands planning a campaign
Best for a vendor pitching patient-experience improvement rather than a specific product.
The useful angle is that the technology already exists and the obstacle is organizational will, giving hospital marketing leaders a reason to act now.
Avoid positioning this as a privacy or compliance conversation; Ray Mina explicitly moves past that framing.
CRM and EMR connection as the foundation for healthcare growth
In a post about OU Health's Heather Linder, Ray Mina argues that a CRM disconnected from an EMR can report what campaigns did but not what patients did.
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The described fix is to connect the marketing platform to the source of truth for patient data first, then layer claims and propensity modeling on top, so outreach reaches people who need it instead of relying on guesswork.
Named practitioner case study: one health system, one named marketing leader, one described sequence of fixes and its result.
For brands planning a campaign
A direct fit for a healthcare technology company selling CRM/EMR integration, identity resolution, or patient-data platforms to hospital marketing teams. A webinar or case-study collaboration could follow a clear sequence: connect the data foundation first, then add modeling and targeting.
Optimize against outcomes, not visible but misleading signals
A post about MVP Health Care's Thomas J.
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Armitage describes pageviews and form-starts looking strong, with budget following them, even though those signals never connected to real leads in the CRM.
After rebuilding measurement around real outcomes, connecting the full funnel, and putting a privacy-safe data foundation in place, budget shifted toward what worked, prioritization and spend justification got easier, and marketing performance tied back to revenue.
Ray Mina argues that healthcare marketers are not failing because of bad decisions but because the data they are forced to optimize against is misleading.
For brands planning a campaign
Strong support for outcome-based measurement positioning, especially with buyers who believe their strategy is already sound. The argument locates the problem in the measurement signal rather than the marketer, offering a lower-defensiveness way to open a conversation about replacing pageview and form-start metrics.
A Cyber Monday post asks what would change if healthcare moved past last-click attribution and could see the whole journey from first impression to booked appointment to revenue, and if ROAS could be optimized at the service-line level the way e-commerce tunes performance down to individual products.
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Ray Mina says e-commerce proves what is possible when data, attribution, and strong campaigns combine, and that healthcare deserves the same sophistication because the stakes are higher.
For brands planning a campaign
A good hook for attribution, marketing-analytics, or media-measurement vendors. It also suggests a specific ask for hospital marketing leaders: service-line-level performance reporting rather than channel-level dashboards.
Practitioner case studies as the main teaching format
Ray Mina's posts teach through named practitioners and their results rather than general advice: OU Health's Heather Linder closing the CRM-EMR gap, and MVP Health Care's Thomas J.
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Armitage rebuilding measurement around outcomes.
The posts point readers to longer material, including a full episode video and additional learnings in comments.
One also promotes a January gathering of more than 50 marketing leaders at House Call Miami.
Case-study format with commentary: the post states the problem and result, then directs readers to a longer video conversation.
One post—the healthcare-versus-e-commerce argument—steps outside the case-study pattern, drawing on a personal story about a father's cancer care and an NIH treatment waitlist.
For brands planning a campaign
A collaboration should supply a concrete case with a named marketing leader and real numbers, not a generic contributed article. The format fits an interview-led episode or a live session where a practitioner walks through what changed, with the written post serving as a short public summary.
Ray Mina's posts feature interviews with healthcare marketing leaders from MVP Health Care and OU Health, and point readers to a January gathering of marketing leaders at House Call Miami.
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Ask Ray Mina whether any of the named organizations have a sponsorship, employment, ownership, client, affiliate, or investment relationship with them.
MVP Health Care
Mention
Ray Mina's post features Thomas J.
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Armitage, the digital marketing leader at MVP Health Care, describing how the team moved from pageviews and form-starts to measuring real leads and revenue. More learnings from the interview are linked below.
Ray Mina's post features Heather Linder at OU Health explaining how the team connected a marketing platform to the health system's patient data source, then layered claims and propensity modeling on top.
Ray Mina invites readers to request an invite to a January event in Miami, where more than 50 marketing leaders discuss e-commerce-style measurement in healthcare.
Ray Mina's work sits where healthcare and marketing data meet.
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Four posts make the case from several angles: patients bring consumer-grade expectations into healthcare, while marketers are held back by measurement rather than poor judgment.
The post comparing healthcare to e-commerce lays out the argument through a personal story about a parent's cancer care.
Two practitioner case studies teach through named health systems and sequences of fixes.
A Cyber Monday post turns the comparison into operating questions about re-engagement, attribution, and service-line return on ad spend.
Posts are short, built around a named practitioner and a result, with longer conversations pointed to elsewhere.
The focus is health-system marketing, not general marketing advice.
Writes for the same health-system leadership audience and teaches from first-hand observation.
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A post about a stepfather's fall traces the many roles involved in a patient journey; another argues that health systems are shifting from buying point solutions to building enterprise capability across access, capacity, patient flow, and staffing—the same instinct Ray Mina applies to connecting marketing data to patient records.
Works on the operations and capacity side of health systems, not marketing measurement. The profiles cover complementary, not interchangeable, work: ask for examples of CRM/EMR, campaign performance, or attribution work before considering them for a measurement brief.
Also speaks about healthcare through a personal founding story— a sister's breast cancer treatment—and directs the work at hospitals, cancer centers, and patient services, closing posts with specific asks for those partners.
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Both creators use one person's experience to expose a system-level gap.
A product founder addressing medical hair loss and access to textured wigs, with a focus on care equity and hospital partnerships. Posts are organizational updates and partnership calls; ask for examples of marketing data or measurement work if those are central to the brief.
Publishes case studies that start with a client situation, describe a rebuild, and report quantified results (leads, cost per lead, cost per appointment), followed by a short promotional close.
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Ray Mina's posts on OU Health and MVP Health Care follow the same problem-then-result structure.
Sells lead-generation systems to financial advisors, so the industry and audience differ. The posts market services to that buyer rather than analyze issues hospital marketers can apply.
For a healthcare technology company targeting hospital marketing leaders, Ray Mina’s LinkedIn profile shows 3,634 followers as of 9 October 2026.
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Four posts cover healthcare marketing, CRM/EMR connection, patient-journey friction, and outcome-based measurement, indicating the subject matter and the kind of reader the posts appear to invite.
Before placing a campaign, ask for recent results for comparable topics, depth, and formats.
If professional composition matters for targeting hospital marketing leaders, ask for an audience survey or another source covering geography, age, gender, employer, occupation, and job seniority.
LinkedIn followers
3,634
LinkedIn profile metadata with the account record; account-level count, not an audience-composition breakdown · 2026-10-09
Ray Mina's posts show two promotional patterns but no published partnership offer.
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They promote a video interview series featuring healthcare marketing leaders, with the OU Health episode on connecting CRM to EMR as the example, and an in-person gathering, House Call Miami.
Mina says more than 50 marketing leaders will discuss the same measurement themes and invites readers to inquire through the comments.
Neither post states a rate card, sponsor policy, deliverable specification, or application process.
A buyer considering a webinar or content collaboration should ask Mina directly what they offer and on what terms.
There is no public process to build a timeline or budget around, or confirmed sponsored placement to show stakeholders; confirm any arrangement in writing before adding it to a campaign plan.
A healthcare technology company sells a platform that connects marketing CRM data to EMR or patient data and wants to collaborate on a webinar or other content with hospital marketing leaders about outcome-based measurement.
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Reasons
Ray Mina’s posts focus on this problem. They write that a CRM disconnected from the EMR can report campaign activity but not patient behavior, and describe connecting the marketing platform to patient data first, then adding claims and propensity modeling.
The MVP Health Care example shows a recognizable failure: pageviews and form-starts looked strong, budget followed, but the signals did not connect to real leads in the CRM. The proposed fix is to rebuild measurement around outcomes, connect the full funnel and put a privacy-safe data foundation in place.
The Cyber Monday post offers questions for a useful webinar: Can abandoned appointments be treated like abandoned carts? Can attribution move beyond last click to booked appointments and revenue? Can return on ad spend be judged at the service-line level?
The teaching format is named practitioner cases with commentary, not generic advice. That suits a collaboration in which a vendor wants hospital marketing leaders to hear a peer explain what changed.
Conditions
Audience composition is not documented. Ray Mina’s posts show what they discuss, but not whether hospital marketing leaders make up their LinkedIn following. Ask for audience data or recent comparable performance before committing budget.
No published partnership offer appears in Ray Mina’s posts. They promote a video interview series and a House Call Miami event invitation routed through comments, but there’s no rate card, sponsor policy, deliverable list or inquiry page. Ask Mina directly to confirm terms.
Ray Mina’s published examples name practitioners such as Heather Linder at OU Health and Thomas J. Armitage at MVP Health Care. Their participation in a new webinar is not established; confirm it separately.
Verdict
Strong fit.
When to choose a specialist
A hospital system wants a consumer-facing awareness campaign for a new oncology service line, measured by appointment bookings and local reach across one metro area.
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Reasons
Ray Mina’s posts address healthcare marketing peers on measurement, data infrastructure and campaign practice. They aren’t patient education, local service-line promotion or appointment-driving consumer content.
Ray Mina’s posts don’t show measured audience geography, patient audience or appointment conversion. The only audience figure is a LinkedIn follower count of 3,634; it doesn’t establish local reach or patient composition.
Ray Mina’s personal story about a father’s cancer care and an NIH treatment waitlist shows why the patient-experience problem matters. It doesn’t show that they run patient-facing campaigns or can produce local appointment bookings.
There’s no public partnership process to plan around, and consumer campaign performance can’t be inferred from industry commentary posts.
Conditions
If the brief shifts to internal enablement for hospital marketing teams or a B2B thought-leadership webinar on measurement, the fit becomes much stronger.
If the hospital can supply its own patient audience and needs only a recognized voice for the measurement conversation, reconsider Ray Mina as a supporting collaborator rather than the primary consumer-facing creator.
Verdict
Weak fit.
A worked campaign example
Brief
A healthcare technology company wants hospital marketing leaders to understand why connecting CRM and EMR systems is foundational to outcome-based measurement, and wants to collaborate with Ray Mina on a webinar or other content.
Campaign angle
Build the session around one sentence from Ray Mina’s posts: a CRM disconnected from your EMR can tell you what your campaigns did, but it can’t tell you what your patients did. Then show the measurement rebuild that follows.
Format
A 30–45 minute live webinar or recorded interview episode, plus a short text recap post and a one-page attendee checklist. The checklist should ask: which marketing system writes to the CRM; which CRM fields connect to the EMR; where leads stop matching patients; and what outcome replaces pageviews or form-starts as the primary signal.
Next step
Ask Ray Mina directly whether they offer sponsored episodes, speaking or content collaboration, and what the terms are. Don’t plan around House Call Miami, the linked video episodes or named practitioner guests until those details are confirmed in writing. Treat participation by Heather Linder, Thomas J. Armitage or another health-system leader as a separate negotiation.
Run of show
Open with the misleading-signal problem in the MVP Health Care example: pageviews and form-starts looked strong, budget followed, but the signals didn’t connect to real leads in the CRM. Ray Mina can frame it as a data problem, not a marketer competence problem.
Move to the OU Health sequence: connect the marketing platform to the source of truth for patient data first, then layer claims and propensity modeling. Keep product talk brief and put it after the measurement argument.
Use the Cyber Monday questions for the discussion: abandoned appointments and re-engagement; full-journey attribution from first impression to booked appointment to revenue; and service-line return on ad spend instead of channel-level reporting.
Close with a practical next step: map one service line from first touch to booked appointment, identify the CRM–EMR handoff and name one outcome metric the team will report next quarter.
Why it works
The angle draws on the exact cases and operating questions in Ray Mina’s posts, grounding their contribution in material viewers can inspect. It also gives the sponsoring company a clear reason to join: the conversation depends on connecting marketing data to patient data, the product category being sold. Keep the session focused on the measurement method, not a product demo.
Choose Chris Johnson when the collaboration needs to reach health-system operations and clinical leadership—not the marketing department—and the topic is enterprise platform consolidation, patient flow, or connecting operational data across a hospital.
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The posts argue that point solutions solve individual problems but add complexity, and that value now comes from connecting operational intelligence so decisions on access, capacity, staffing, and care delivery reinforce one another. A vendor connecting data across an entire health system, or whose message depends on bringing operations and clinical leaders together, would find a more natural fit here than with a marketing-measurement audience.
These posts focus on operational and clinical leadership, not the marketing leaders the buyer is targeting.
One is a personal essay on the many unseen roles supporting a patient journey; the other argues for connecting platforms.
Neither covers campaign execution, marketing measurement, CRM-EMR connections for campaign data, or attribution.
Before booking a webinar on connecting marketing platforms to patient records, ask for evidence of speaking ability and audience composition.
Choose Pamela Shaddock for work on patient access, health equity, or oncology patient services, rather than marketing measurement.
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The posts document a medical hair-loss company she built with her sister after her breast-cancer treatment, partnerships with more than 27 hospitals and cancer centers, a stated goal of 40 by the end of 2026, education sessions for the National Alopecia Areata Foundation, and a conference panel. A health system or vendor running an equity, patient-experience, or oncology service-line program that needs a credible patient-facing voice has a clear fit here.
These posts focus on oncology, patient services, hospital retail, and equity stakeholders—not marketing decision-makers.
Their subject is product access and patient dignity, not marketing measurement, CRM, attribution, or health-system marketing.
A data-connection vendor would be addressing a different problem with a different set of decision-makers; ask for evidence of reach among health-system marketing leaders before pursuing that fit.
Choose Ash Davis when the goal is generating booked appointments through paid social and the buyer is prepared to run and own its own funnel.
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The posts document a system rather than just make a claim: roughly 2.5 months of advertising produced 1,452 leads and 63 self-booked appointments, at a $5.30 cost per lead and a $122 cost per appointment.
The campaign used five video ads, multiple ad variations, and a video sales letter designed to establish trust before the call.
The second post argues for owning that system instead of renting leads from a vendor, making Davis a useful collaborator for sponsors focused on conversion and cost.
The reviewed work is financial-advisor lead generation, not healthcare.
It shows no hospital marketing, patient data, CRM-EMR integration, or regulated-industry compliance.
A healthcare buyer should test whether these tactics transfer and can survive review.
The posts close with a direct schedule-a-call pitch, placing any sponsorship alongside performance-marketing offers aimed at conversion rather than peer education for hospital marketing leaders.
The audience is advisors and growth-focused service businesses, not the buyer’s named audience.
Four LinkedIn posts cover an argument that healthcare experiences should feel as seamless as e-commerce ones, connecting a marketing platform to patient data at OU Health, rebuilding outcome-based measurement at MVP Health Care, and questions about abandoned appointments, full-journey attribution, and service-line return on ad spend.
No publication dates appear in the posts here, so the ideas are presented as a set rather than a timeline, and no assessment of change over time is possible.
Video episodes, comment threads, long-form articles, and channels other than LinkedIn are not included here.
The posts here do not mention books, shows, businesses, or earlier career work, so the name-search picture is incomplete and that gap is noted on the page.
Comparisons to similar creators rest on their own posts, considered separately.
