A brand that can't keep up with its company's growth stops being a brand and starts being a liability. I was a senior visual designer at Truepill during a period of rapid expansion with a B2B model serving enterprise healthcare clients.
My work held the brand together across five distinct work streams while the company was moving faster than any single design system could have anticipated.
⚡ Case Study at a Glance
Role: Senior Visual Designer — Brand & Marketing (End-to-End Execution)
Maintain brand coherence across a rapidly expanding portfolio of healthcare service lines
Produce compliance-aware creative at the velocity of a hypergrowth company
Build modular systems that could flex across B2B, patient-facing, and enterprise contexts
Support sales, growth, and product teams with credibility-building design across every touchpoint
The Challenge
Truepill was in a hypergrowth stage. The company was adding clinical offerings, entering new markets, and signing enterprise partnerships faster than its brand infrastructure could support. The visual identity existed, but it wasn't designed to flex across the full range of what the company was becoming: a B2B pharmacy API and fulfillment platform expanding into telehealth, at-home diagnostics, and direct enterprise healthcare partnerships.
This created a specific design problem: every touchpoint; a social ad, a product prototype, an event identity, a landing page, a technical guide for a clinical client — needed to feel like the same company, even as that company's scope was changing quarter by quarter.
Layered on top of this was the regulatory context. Truepill operated in a space where marketing claims required legal and clinical review, product-facing design had to account for HIPAA constraints, and every patient-facing asset carried trust implications that purely aesthetic decisions couldn't ignore.
My Role & Approach
As Senior Visual Designer on the brand team, I owned end-to-end creative execution across marketing, product, sales, and enterprise design. Rather than treating each work stream as a separate project, I approached the role as a systems challenge: build a visual language flexible enough to work across contexts, consistent enough to reinforce trust, and fast enough to ship at the company's pace.
I worked directly with marketing, PR, product, engineering, legal, and growth teams — often across all of them simultaneously — to produce work that was compliant, conversion-focused, and visually coherent without requiring every output to go through a lengthy approval cycle.
The Work
The role spanned five distinct design areas, each with its own audience, constraints, and output requirements.
During Truepill's hypergrowth phase, brand moments moved fast. We launched leadership announcements, COVID campaigns, and new service campaigns. I owned rapid-turn creative for these moments, collaborating directly with marketing and PR to produce assets that were compliance-reviewed, conversion-focused, and aligned with each growth milestone.
The challenge here wasn't speed, it was maintaining visual consistency across a high volume of assets in a regulated space where every claim had to be accurate.
Product Flow Prototypes
I led the design of high-fidelity prototypes for Truepill's pharmacy support tools and prescription service flows, working closely with product, engineering, and legal to ensure every screen was both technically feasible and HIPAA-compliant.
These prototypes served a specific business function: accelerating enterprise sales cycles by giving prospective clients a concrete visual of what adopting Truepill's platform would look like. When a clinical operations team can see the exact flow their staff will use, the decision to move forward gets faster. The design was doing sales work.
I created the full brand system for Truepill's first Growth Summit. Between digital invitations, printed materials, signage, swag, and presentation assets, this meant building an event identity from scratch that felt distinct from the core Truepill brand while still being unmistakably the same company.
The creative challenge was tonal: the Growth Summit needed to feel energetic and more playful than Truepill's typically clinical B2B aesthetic. The result was a system that extended the brand rather than departing from it.
High-Traffic Landing Pages
I redesigned a number of Truepill's landing pages to launch new service lines and simplify its increasingly complex offerings for B2B and enterprise audiences. The core design problem was narrative: Truepill's offerings had grown complex enough that a generic landing page no longer communicated what any specific service actually did or why a partner should care.
By improving content hierarchy, restructuring the narrative flow, and developing a more cohesive visual language across the page system, the redesign contributed to a 36% improvement in conversion across the pages I owned. This reflects how directly clarity and brand coherence translate to business results in healthcare B2B.
Technical & Educational Docs
One of the least glamorous but most consequential areas of the work: distilling Truepill's healthcare and pharmacy services into clear, visually designed guides for providers and enterprise clients.
In healthcare B2B, the quality of your onboarding materials is a direct reflection of the quality of your product. Clinical staff and operations teams don't have time to interpret ambiguous documentation. Reducing that friction — through better information hierarchy, clearer diagrams, and a more accessible visual language — directly affected how quickly clients could adopt new services and how confidently they could use them.
Outcomes
The measure of brand systems work in hypergrowth isn't a single metric — it's whether the company still looks and feels like itself twelve months and fifteen new service lines later. At Truepill, it did.
36% conversion lift across redesigned landing pages, validating the direct relationship between visual clarity and lead generation in healthcare B2B.
Brand coherence maintained across five distinct work streams — social, product, events, web, and documentation — during one of the company's highest-growth periods.
HIPAA-compliant product prototypes that accelerated enterprise sales cycles by giving prospective clients a concrete visual of the platform experience.
Modular visual systems for email, social, events, and enterprise materials that enabled the design function to scale without proportionally scaling headcount.
Onboarding documentation that reduced client friction and improved adoption speed for new service lines.
Key Takeaways
This role taught me that the tension between speed and accuracy isn't a design problem, it's a systems problem. The way you resolve it isn't by working faster or checking more carefully. It's by building processes and visual frameworks that make compliance the path of least resistance.
Healthcare brand design at scale requires a different kind of judgment than most brand roles. Every visual decision carries trust implications. Every campaign claim has a legal dimension. And the audience: clinical operations teams, enterprise buyers, and patients brings a skepticism that consumer audiences don't. Earning their trust through design is a measurable output.
The Work Continues
Truepill was later acquired as part of the formation of Fuze Health, the same company where I now serve as Brand Designer, this time leading a full company rebrand from Alto Pharmacy to Fuze Health.
The design challenges are different in scope but familiar in nature: a regulated healthcare environment, complex multi-stakeholder alignment, and the same fundamental tension between building clinical trust and moving fast. Everything I learned about scaling a healthcare brand at Truepill is what I'm applying now.
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chrystal k. ulanday