From Patient to Platform: How SocialClimb’s CEO Turned Personal Crisis into a 40% Growth Healthcare SaaS

From Patient to Platform: How SocialClimb’s CEO Turned Personal Crisis into a 40% Growth Healthcare SaaS

Most founders build companies by spotting market opportunities. But sometimes, the most compelling insights come from living through the problem firsthand. In a recent episode of Category Visionaries, SocialClimb CEO Ty Allen revealed how a devastating spinal injury led to building a healthcare marketing platform that’s now growing at 40%+ annually.

“I’ve started businesses in the past because I saw opportunities in the market that seemed like they could be lucrative,” Ty explains. “When I kind of started this one out for a different reason.”

That reason came in 2014, when a serious accident left Ty facing spinal surgery and an arduous rehabilitation journey. “I ended up having to have spine surgery and then started through a rehab process where I learned to walk again and learned to use my hands and arms again,” he shares.

During his year-long recovery, Ty encountered a problem that would shape SocialClimb’s future direction. He needed to make eight critical medical decisions, from choosing a neurosurgeon for spinal fusion to selecting rehabilitation facilities and specialists. Each decision was hampered by a fundamental issue: healthcare providers were terrible at communicating their value to patients.

“As a patient, I experienced a lot of frustrations in the healthcare space, in the healthcare patient experience space, and in the way that some of these groups that provided great service were terrible at telling their stories,” Ty notes.

This insight revealed a larger market shift. “Today, depending on the specialty, in some cases, 40% to 45% of the patients that are selecting to choose a specialist are doing what’s called self referral,” Ty explains. Patients were increasingly choosing healthcare providers based on marketing rather than traditional referrals, yet “healthcare marketing is about 15 years behind on marketing tech.”

Instead of avoiding healthcare’s regulatory complexities, SocialClimb embraced them. While competitors shied away from HIPAA compliance, they signed Business Associate Agreements (BAAs) that allowed them to track marketing efforts to patient outcomes. “Because of that, we can do something that most cannot do in healthcare,” Ty shares. “We can attribute marketing efforts all the way down to the patient, a list of patients acquired by each marketing tactic.”

This decision proved prescient as private equity began transforming healthcare practices. “About four years ago, we started seeing a pretty significant increase in the number of practices that were consolidating together,” Ty notes. These PE-backed practices demanded sophisticated marketing metrics – exactly what SocialClimb was built to provide.

The platform evolved to serve distinct market segments. For smaller practices, they created automated solutions manageable in under two hours daily. For larger, PE-backed organizations with hundreds of locations, they developed comprehensive tools for managing marketing at scale.

Throughout this growth, they maintained a rapid innovation cycle, releasing new features every three weeks. But the core mission remained unchanged from Ty’s original patient experience: helping patients find the right healthcare providers, and helping providers reach the patients they’re best equipped to serve.

This patient-to-platform journey offers a crucial lesson for founders: sometimes the most valuable market insights don’t come from spreadsheets or market research, but from experiencing a broken system firsthand. By turning that frustration into innovation, SocialClimb has built a platform that’s not just growing rapidly, but fundamentally changing how healthcare providers connect with patients.