CASE STUDY / FIREFLY HEALTHAccountability at Scale
Timeline: 2023, Q2
Challenge: Transform ad-hoc NPS tracking into systematic customer intelligence that drives organizational action and accountability
Phase 1
The Problem
During Firefly Health’s transition from primary care provider to comprehensive health plan, I discovered concerning NPS satisfaction trends that weren't yet getting the attention they required.
What I observed:
Declining satisfaction patterns hidden within monthly NPS fluctuations
Growth-focused mindset of company led to emphasis on positive signals
Segmentation blindness where overall NPS scores masked critical gaps between primary care NPS (strong) and health plan NPS (declining)
Actionable feedback ignored - written NPS responses contained specific operational insights that weren't reaching responsible departments
No accountability mechanism connecting NPS problems to departmental responsibility
The business risk: Our critical pivot to becoming a health plan could be jeopardized if satisfaction issues weren’t addressed before becoming business-critical problems.
Phase 2
Solution & Implementation
I designed and implemented a comprehensive customer intelligence program that made satisfaction trends visible, actionable, and impossible to ignore at the organizational level.
What I built:
Looker dashboard stories and visualizations, translating business questions into actionable data views
Systematic reporting program securing 10+ minutes at monthly company-wide meetings for detailed NPS analysis
Departmental accountability framework with responsible VPs and Directors sharing improvement plans when their areas showed concerning satisfaction trends
Escalation protocols triggering deeper organizational response when NPS declined below acceptable thresholds
How it worked: When data revealed concerning trends, I worked with department heads to prepare presentations on root causes and solutions. Follow-up reporting tracked improvements.
Prevented satisfaction crisis
during critical business pivot
Created organization accountability
for ongoing customer intelligence and rapid issue response
Established sustainable process
with departmental ownership and company-wide responsibility
So what did we learn?
Data advocacy requires organizational strategy
Having good data isn't enough - you need to design systems that ensure important insights reach decision-makers who can act on them. Creating unavoidable visibility in company-wide forums turned ignored trends into organizational priorities.
Segmentation reveals hidden risks
Overall satisfaction scores can mask critical problems in specific customer segments. Breaking down NPS by member type revealed that our primary care strength was being undermined by health plan operational issues that required immediate attention.
Accountability drives action
Connecting satisfaction trends to specific departmental ownership transformed abstract metrics into concrete improvement responsibilities. When VPs knew they'd present solutions at company meetings, problems got solved faster.
Time organizational changes with business transitions
Implementing systematic customer intelligence during our health plan pivot created crucial early warning systems when customer expectations were most at risk. Strategic timing amplified the program's business impact.
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