Case Studies
Go beyond belief.
Client Case Study - The DeBruce Foundation
While most client projects are private, this one is available to the public as part of The DeBruce Foundation’s charitable mission.
The DeBruce Foundation recognizes economic security as an important health and wellbeing issue. Their analysis showed that by the end of high school, when students are making big life and career decisions, on average they have explored only 0-2 careers. The Foundation’s mission to expand economic pathways to career growth and opportunity required youth to adopt a new approach to work options. This meant exploring more careers with a fundamentally new mindset.
Client Case Study — Westinghouse
Sometimes getting a new solution to patients starts with practitioners.
Westinghouse nuclear provides an example for how an intractable disagreement over a new protocol can become a collaboration.
A group of Westinghouse nuclear engineers were being asked to adopt new compliance protocols by management. They resisted the new protocols and it became a contentious issue. Management could not convince the engineers, and engineers could not convince management. When asked why, they said they did not think the new solution was better.
Client Case Study - 412 Food Rescue
Closing the gap to rescue millions of pounds of food and reduce food insecurity in Pittsburgh and beyond
This early charitable contribution to helped a terrific organization unlock its potential.
412 Food Rescue Founder Leah Lizarondo had an amazing vision: Prevent perfectly good food from restaurants from going to waste by redirecting it to those experiencing food insecurity.
Client Case Study: Value Health
Interactive experiences can help patients to consider a new solution or therapeutic now, even when the norm is to delay as long as possible.
Inspiration for introducing a new model to patients via employers and groups comes from Value Health knee surgeries.
Client Case Study: Philips
Small changes in how patients start med tech usage and complex care paths can make a big difference.
When Philips faced a change in how they introduced new patient equipment from in-person home visits to digital, they expected patient satisfaction to drop, extended usage to decrease, and equipment returns to increase.
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