A private equity firm acquired three distinct healthcare brands and hired Aloft to bring them together as a single brand. Aloft conducted research and led workshops to develop a vision, mission, and brand identity for the new organization, called nThrive. The branding focused on a message of transforming healthcare accessibility. An internal survey found that over 90% of employees reacted positively to the new brand and nearly half said they were "loving" the results.

1. 01
CASE STUDY | nThrive
THREE NEWLY ACQUIRED
HEALTHCARE BRANDS…
How do you build a forward thinking,next-generation
company when acquired brands and people – under the
umbrella are disparate,siloed and well established in their
market? In 2015,a private equity firm,based in London
and NewYork,sought to bring three distinct brands into
alignment and delineate a clear path for growth within the
crowded and competitive health care marketplace.
…ASKED ALOFT TO HELP BUILD
BRAND CLARITY…
In order to capitalize on market opportunities and satisfy
client demands,Aloft was hired to quickly and seamlessly
bring the three distinct organizations together within a
tight, six month deadline.The demands were high; create
a different kind of health care company that offers the
broadest array of services in the industry, from patient
access to appropriate realized revenue — one that clearly
stands apart from the many revenue cycle management
firms in the marketplace. Simultaneously, internal teams
from each company must be aligned to build a singular
new brand, vision and mission to energize individuals
from each of the three cultures, and make them excited
to be a part of a dynamic new company that aims to
transform health care.
…DRIVEN BY AN ENGAGING
PURPOSE AND MISSION…
Aloft believes that a successful brand strategy stems from
a clear, inspired vision for the organization. Drawing
on personal stories to help get to the core of why the
company’s new executives and colleagues had chosen to
guide this new entity and their driving factors,Aloft led
the development of the Vision and Mission.
VISION: “We empower health care for every one
in every community.”
MISSION: “We transform financial and
operational performance, enabling health care
organizations to thrive.”
That every one and every community deserves to know that
their health, and their lives, are in capable caring hands.
WE BELIEVE IN
WHEN OUR HEALTH CARE PROVIDERS ARE HEALTHY AND PRODUCTIVE,
OUR WORLD IS TOO.
ACCESSIBLE HEALTH CARE.
We believe in the power of it. The humanity of it. We believe it is the
backbone that makes our lives richer and our communities stronger.
we love that accessible health care is one of mankind’s
most important and most honorable endeavors. Because
there are fewer challenges more noble than ensuring that
people, all people, live longer, happier and healthier lives.
Most
ofall,
And while science will continue to advance medicine,
it cannot act alone. It takes the right people and technology
to build that foundation from which medicine will be delivered.
And it takes unwavering passion to sustain it.
But for health care to advance, it must have
A healthy infrastructure supporting it.
THIS IS WHAT DRIVES US.
As health care continues to evolve, it is our mission to make
sure that our hospitals and clinics thrive. Because when
care givers have the resources to stay ahead of the rapid pace
of change and act strategically, there is no limit to the
meaningful impact they can have on our communities.

2. 02
…BACKED BY THOROUGH
RESEARCH…
Insight gleaned from extensive research, including
qualitative and quantitative internal and external
research, and competitive brand audits, was used
to build the foundation for the brand strategy, that is
comprised of three main components:
• Market perception and needs
• Competitive positioning
• Internal capabilities
Many competitors in the health care marketplace
created significant positioning overlap. The Aloft team
knew, that to stand out, identifying a “differentiated
sweet spot,” a unique place that only the company can
own, would be a priority.
In the case of this new entity, the space in which they
operate is known as the “end-to-end” revenue cycle.
Several competitors have staked claims within this space,
so this new company would create its own niche and
create a new market terminology that only they could use.
“Patient-to-Payment” was born. Now the company has a
new space “to own” with its unique set of services and
technology to build upon, perfectly aligning with the new
company’s vision.
The development of the “Patient-to-Payment” positioning
would be influenced by market needs and perception.
The Aloft team interviewed clients and non-clients, and
applied our exclusive brand strategy matrix methodology,
an approach that builds a brand narrative, based on two
or three brand Points of Distinction that are meaningful,
scalable and drive growth for years to come.
…TO CREATE A DISTINCT
IDENTITY…
Inspiration for the name/brand came from Times Square
in New York City. In the late 70s,Times Square had lost
its dazzle and was worn, dull and in sore need of an
infusion of life and health.Through investment, vision,
and defined purpose for that real estate, the stretch of
midtown Manhattan was transformed into one of the
most renowned intersections in the world.This mirrored
the vision and mission of this new organization’s vision,
mission and purpose breathing life and vitality into the
national health care system, and exponentially raising
its financial and operational performance of health care
providers to make them “thrive.” The mathematical term
of “to the nTh degree,” was used to convey the level in
which the new organization was transforming health care.
The name of this visionary organization would
reflect its mission - nThrive.
CASE STUDY | nThrive

3. 03
CASE STUDY | nThrive
The logo would require a color palette that represents its
action, energy and movement, while the brand icon pays
tribute to the nth degree symbol, building a full story.
Next, the brand architecture was defined, using a swim-
lane process to represent the organization’s five different
divisions within the nThrive master brand. Each of the
organization’s swim lane sub-brands, or divisions, would
portray their contribution to the whole organization in a
unified effort devoid of silos.
• The Technology division would become “Unify.”
• The Consulting division would become “Advise.”
• The Services division would become “Perform.”
• The Analytics division would become “Analyze.”
• The Education division would become “Sustain.”
Combining all the elements, a new brand portfolio
narrative is now constructed, conveying clearly and
simply the organization’s value proposition: We unify
clinical and financial objectives, advise and drive
performance with leading practices and analysis,
and ensure sustainable change.
…THAT THE ENTIRE
TEAM BELIEVES IN…
Aloft has led multiple workshops across the entire nThrive
organization through online events. Mergers can be tough
on employees — it’s crucial that they be proud of their
company’s new direction and understand their role in the
brand process.

4. 04
CASE STUDY | nThrive
…TO PRODUCE EXCEPTIONAL
RESULTS.
Three companies, each with their own separate cultures
and values, have been brought together to create a new
organizational structure that is simplified and scalable
for future growth. Internally, the brand mission and
values evoke an emotional response used to create a
memorable internal and external cultural platform.The
new brand identity, representative of a company driven by
its vision and mission to transform lives of people in every
community, has created a new excitement in the health
care arena, capturing the attention of colleagues, clients
and the health care public.
An internal survey of 601 nThrive colleagues
has revealed that more than 90% reacted
positively to the new brand and the branding
process. Nearly 43% report that they are
“loving” the results.
“I believe that the new brand delivers the message of
what we want our company to stand for, believe in, and
strive for.”
“It captures our commitment to the health of our
communities, which we participate in by supporting
health care providers with the technology and
information they need to not only do their jobs, but
thrive to the nth degree.”
“We knew that undertaking a rebrand within such
a tight timeframe was going to be a challenge, and
partnering with Aloft Group for this project was the
right move.They understand the health care space and
brand strategy, and have helped us create something
that, internally and externally, people are getting
behind.The nThrive brand has an energy to it that just
can’t be matched in our industry and truly embodies
where we see nThrive heading in the future. I foresee
a long relationship with Aloft Group for upcoming
projects as nThrive continues to transform health care.”
KRISTEN SAPONARO
Chief Marketing Officer at nThrive
Want to see the results Aloft can generate for your organization?
Contact us at hello@aloftgroup.com