Case Study: Stony Brook Medicine
Stemming Outmigration with IMPACT: Brand Revitalization Sprint → Performance Branding
By the Numbers
+18%
new-patient appointments in targeted high-complexity lines (cardio/oncology/neuro)
–10%
relative reduction in outmigration for priority service lines from core Suffolk ZIPs
+5 pt
lift in first-choice brand preference in core marke
–20%
cost per acquisition through reallocation to high-yield channels
90-day ROI plan live with board-visible dashboards
Challenge
Within a short drive of high-profile NYC academic health systems, Stony Brook Medicine (SBM) faced heightened competitive encroachment and persistent outmigration for complex care.
Internally, marketing capacity was lean, most efforts were not data-led, and operational integration was minimal—reinforcing the perception of marketing as a cost center rather than a growth driver.
The immediate opportunity: build a powerful brand platform that resonates locally and keeps care on Long Island, while connecting brand to measurable performance.
Approach
Fractional CMO paired with System VP, Marketing & Communications +Performance Branding Model
Brand Revitalization Sprint (Brand Craving → Value = IMPACT): Using insights on outmigration, diverse local demographics, and competitive positioning, we mapped audience cravings (confidence in outcomes, access close to home, pride in “our” academic medicine) to a single core brand value: IMPACT—“the power to improve the greatest good for Suffolk County.” We codified a performance-ready narrative and message platform by service line.
Architect (diagnose & design): Ran a Growth Readiness Audit, executive alignment, and the Strategic Growth Blueprint to connect brand, demand, and access. Prioritized core ZIPs, leakage reduction, and governance.
Ignite (prove fast traction): Launched precision campaigns and CRM/nurture sequences tied to access fixes (scheduling SLAs, referral capture) and AI-assisted message testing. Activated a 90-day ROI plan with CFO-ready KPIs.
Accelerate (scale what works): Built an Optimization Lab to iterate creative/offers, expanded winning patterns to adjacent lines, and transferred capabilities via playbooks and dashboards.
Results
SBM’s brand shifted from “institutional” to impactful and local. With IMPACT as the organizing idea, demand programs focused on keeping complex cases in-county, producing a –10% relative reduction in outmigration on targeted lines, +18% new-patient appointments in priority services, –20% CPA, and +5 points in first-choice preference. Budget was reallocated to what performed, and marketing was re-positioned from expense to performance with board-visible ROI.
“IMPACT became more than a message—it became our operating model. Working alongside our VP and the SPIRTO Fractional CMO, we moved from unguided activity to a system that our board could see performing.”
-Stony Brook Medicine Executive Leadership Composite
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