Brightside’s Omnichannel Strategy: Why Healthcare Distribution Isn’t Direct-to-Consumer Anymore

Brightside’s Omnichannel Strategy: Why Healthcare Distribution Isn’t Direct-to-Consumer Anymore

There’s a lie that digital health founders tell themselves: if you build a great product and master direct-to-consumer acquisition, you’ll win. It’s a comforting narrative. It’s also increasingly wrong.

In a recent episode of Category Visionaries, Brad Kittredge, CEO & Co-Founder of Brightside, described how his mental health platform evolved from a single-channel consumer acquisition model to a sophisticated omnichannel strategy that shows up everywhere patients look for care. The shift wasn’t about doing more marketing. It was about recognizing a fundamental change in how healthcare discovery and decision-making actually works.

Here’s why modern healthcare distribution requires being everywhere at once—and how to build that without losing your mind or your margins.

The Multi-Touch Reality

Brad’s description of modern healthcare discovery reveals why single-channel strategies no longer work:

“Healthcare has really become omnichannel. If you’re a patient and you’re looking for care, there are lots of ways you find that care these days. It might be a program through your employer, it might be a recommendation from your PCP, you might go on your health insurance website, or you might talk to family and friends or go online and search.”

Read that list again. That’s not five different customer segments—that’s five different touchpoints for the same customer. The patient who searches Google for “online psychiatrist” might also be influenced by their employer’s benefits email, their insurance company’s provider directory, their primary care doctor’s suggestion, and their friend’s recommendation.

The implication is profound: “All of those ways are going to influence your choice and how you’re finding care. And we want to show up in all those places.”

This isn’t about being everywhere for the sake of coverage. It’s about recognizing that patient decision-making is inherently multi-touch in ways that consumer decision-making for other products isn’t.

The Trust Layer Problem

Why is healthcare different? Because trust doesn’t come from a single source anymore.

In traditional healthcare, your doctor was your sole trusted source. They recommended a specialist, you went. Simple, single-channel distribution through physician referrals.

But digital health disrupted this model without replacing it with something equally simple. Patients now triangulate trust from multiple sources:

• Their insurance company’s stamp of approval (you’re in network)
• Their employer’s endorsement (you’re in their benefits program)
• Their PCP’s awareness or recommendation
• Online reviews and personal recommendations
• Direct brand perception from your own marketing

No single source is sufficient anymore. A great consumer brand doesn’t overcome being out of network. Being in network doesn’t overcome poor reviews. Employer programs don’t work if PCPs actively discourage patients from using them.

Brad’s insight is that you need to build trust across all these touchpoints simultaneously, not sequentially.

The Strategic Architecture

Brad’s omnichannel strategy has two distinct layers that work together:

“We’ve got really a multi pronged strategy now trying to build and drive trust and partnership and earned referrals from healthcare stakeholders like payers and health systems while still showing up to consumers in a really friendly way wherever they’re looking for care and bringing them in through a really efficient, effective funnel to become customers.”

Notice the architecture:

1. Stakeholder layer: Building trust with payers and health systems to earn referrals
2. Consumer layer: Direct acquisition through efficient funnels

These aren’t competing strategies. They’re complementary and reinforcing. Being in network makes consumer acquisition more efficient (better value proposition, lower CAC). Consumer demand makes it easier to get payer contracts (proven utilization). The flywheel only works when both layers are functioning.

The Earned Referral Model

The stakeholder layer is particularly interesting because it’s not about buying distribution—it’s about earning it.

“Building and drive trust and partnership and earned referrals from healthcare stakeholders” is doing a lot of work in that sentence. Earned referrals mean your payers actively recommend you, your contracted health systems put you in care pathways, your network PCPs know about you and suggest you to patients.

This is categorically different from just being in a provider directory. You’re in the directory means patients can use you if they find you. Earned referrals means the stakeholders actively push patients to you because they believe you deliver better outcomes.

How do you earn that? Brad’s entire approach—the 30-page Cigna report, the published research, the crisis care program for the hardest cases—was designed to prove Brightside wasn’t just another vendor but a strategic partner delivering measurably better outcomes.

The earned referrals are the return on that investment in proving clinical value.

The Consumer Funnel Efficiency

While building stakeholder relationships, Brad never abandoned consumer acquisition efficiency. The goal remained to bring patients “in through a really efficient, effective funnel.”

This is where the omnichannel strategy pays dividends. When you have:

• Insurance contracts (lower out-of-pocket cost for patients)
• Employer program presence (warm awareness, benefits education)
• PCP awareness (reduced skepticism, occasional referrals)
• Published research (clinical credibility)

Your direct consumer acquisition becomes dramatically more efficient. The conversion rate from search traffic improves because patients have already encountered your brand through other channels. The trust barrier is lower because their insurance company contracts with you. The price objection disappears because you’re in network.

Brad proved this with his unit economics thesis—CAC dropped significantly inside insurance networks not just because of the value proposition, but because of the omnichannel trust built around the brand.

The Sequencing Challenge

The hard part isn’t understanding that omnichannel matters—it’s knowing how to sequence it when you’re small and resource-constrained.

Brad’s sequencing was deliberate:

1. Start with consumer to prove demand and build data
2. Use that data to secure insurance contracts
3. Leverage insurance relationships to build employer programs
4. Build clinical credibility (research, crisis care) to earn stakeholder referrals
5. Scale consumer acquisition with better unit economics from being in-network
6. Reinvest in stakeholder relationships and clinical differentiation

Each stage enabled the next. You can’t build employer programs without insurance contracts. You can’t earn referrals without clinical credibility. You can’t justify clinical investments without contract revenue.

The mistake most founders make is trying to do everything at once or, worse, jumping to the end state (stakeholder distribution) without building the foundation (consumer proof of demand).

The Resource Allocation Reality

Omnichannel doesn’t mean equal investment across all channels. It means strategic presence and knowing where to invest for maximum leverage.

Brad’s approach suggests a framework:

• Heavy investment: Insurance contracts and consumer acquisition (these drive unit economics)
• Strategic investment: Clinical credibility programs that earn stakeholder trust (published research, crisis care)
• Presence investment: Be findable and credible everywhere patients look (insurance directories, employer programs, search)

The “presence” layer costs less than founders think. Once you have insurance contracts, being in provider directories is mostly operational overhead. Once you have clinical data, being able to speak to employers is mostly sales process. The heavy investments enable the presence investments to work.

The Compounding Advantage

What makes omnichannel so powerful in healthcare is how the channels reinforce each other in ways that are hard for competitors to replicate.

A single-channel competitor with great consumer marketing can’t match your conversion rates because you have insurance network advantage. A competitor with insurance contracts but weak consumer brand can’t match your volume because patients don’t know about them. A competitor trying to catch up faces the challenge of building trust across all these touchpoints simultaneously while you’re already established.

This is why Brad’s strategy of starting with consumer, building to insurance, then expanding to full omnichannel created a moat. Each stage made the next stage easier and made it harder for others to replicate the full stack.

The Framework

Brad’s evolution offers a playbook for healthcare founders:

Stage 1 – Prove demand: Build direct consumer acquisition to demonstrate patients want your solution

Stage 2 – Unlock economics: Secure insurance contracts to improve unit economics and enable scale

Stage 3 – Build credibility: Invest in clinical programs (research, hard cases) that earn stakeholder trust

Stage 4 – Scale distribution: Layer on employer programs, PCP awareness, and earned referrals

Stage 5 – Optimize flywheel: Use stakeholder distribution to make consumer acquisition more efficient; use consumer demand to strengthen stakeholder relationships

The key is recognizing these as sequential stages that enable each other, not parallel efforts competing for resources.

The Takeaway

Healthcare distribution has fundamentally changed. Patients triangulate trust from multiple sources. Single-channel strategies—even really good ones—leave money on the table and create competitive vulnerability.

But omnichannel doesn’t mean doing everything at once. It means building the foundation (consumer demand, insurance contracts, clinical credibility) that enables you to show up everywhere that matters in ways that reinforce each other.

Brad’s lesson: “We want to show up in all those places” isn’t about marketing coverage. It’s about building a distribution strategy where each channel makes the others more effective, creating a compounding advantage that single-channel competitors can’t match.