Featured Skills: Analytics, Secondary Research, Designing Reports and Dashboards, Strategic Thinking

Project Background

Sample landing pagesUHS has dozens of landing pages built to pair with online ads promoting high value service lines (mainly orthopedics, cardiology, and weight loss surgery). I had built many of these pages and was always told to just follow a template I had been given. I had quibbles with the template and construction of the sites, but I became more and more frustrated with the back and forth I would get into with clients during the review stage before launch. We could spend hours making minor changes to copy, which I knew was not going to have a major impact on the overall conversion rate of the page, but I had never heard or seen a report about how these pages actually performed. I wanted to know what actually worked or didn’t on the pages we had created, so I could help clients understand what was most important to focus on.

At the same time, the UHS referral team, who would answer the calls from users who had landed on these pages (part of a separate department), was frustrated at the low rates of success they had following up and booking appointments for users who filled out the forms. It turns out, they wound up just tossing the submissions to these forms, because the chance of booking an appointment was so low and it was pulling down their overall success metrics.

This came to a head and my manager gave me the green light to look into this issue further and find out what was actually working, and see if we could design the forms to work better.


Gather data on the conversion rate of the existing landing pages, and see if there was a way to make the form work better for the referral team.

Team Members

  • Myself
  • Jonny Stovall, digital team manager who gave the green light
  • Dax Edwards, Analytics Manager who helped me make reports in Google Data Studio
  • Ben Hamilton, UX designer colleague, who gave some guidance on creating reports in Google Data Studio
  • Shayne Eisenhauer, UX Designer, helped with research on referral team’s process
  • Caren Lipkin, Designer, provided feedback on reports
  • Clayton Martin, Content strategist, provided feedback on reports


Because this project was one I initiated, the items were more pieces of research and reports I created rather than deliverables to present formally to a client.

  • Conversion rate of forms
  • Spreadsheet with ad wording variations
  • Written research notes with links
  • UX dashboard in Google Data Studio
  • Wireframes & strategy for future forms


The first step I had undertaken myself was to gather the conversion rate for the forms, which was extremely low. In some cases, it was less than .1% of users completed the form. I determined that the industry standard for conversion rates in healthcare was about 2-3%. Once I learned that we could track the phone calls users made on the page and add them to these conversion rates, our stats improved quite a bit.

As you can see on the right, for our orthopedic landing pages, the total conversion rate for this timeframe is 3.41%. With the help of colleagues on our analytics team, and other colleagues who had created reports in Google Data Studio before, I created a UX report (screenshot on the right) for different service lines for these pages. 

These reports are now available for our team to refer to over time. They include total user counts, exit rate, page load time, as well as our goal conversion rates. In the middle section there is info about mobile and browser use, and geographic location. Below that I pulled in the top search terms users type in to be shown our ads, and also what times of day the pages have the most traffic.

With these insights we are currently crafting a more robust, specific strategy for the content, CTAs and layout of these pages. We will then turn that into strategy briefs and wireframes, and eventually modules in our page builder system, so that we can quickly build new pages with modular blocks that correspond to the key strategies we have identified. Our hope is that this will help our team be a lot more nimble and strategic with these pages, rather than using a single template and haggling over minor content changes with clients.

My Role

As mentioned above, this was a self-directed project in which I undertook the research and worked on creating meaningful reports for our team to refer to over time. After an initial presentation to our team I asked for feedback on these reports and used it to further refine them, and my hope is that they can continue to inform our decisions moving forward, or spark internal discussion and similar research efforts for future projects.

As I was reaching out to different people in our department to gather pieces of information, such as ad copy and to explore putting ratings on our sites, I found a new opportunity that I got to spearhead from this work. In speaking with the staff member in charge of reputation management and our hospital reviews, she let me know there was a new opportunity to add a ratings widget to our acute care sites, which was a big step forward in providing social proof and specific content users seek out in making choices about using a new health care provider or hospital. One of those widgets is now live on this site, at the bottom of the homepage: https://www.nnmc.com/

My Take-Aways

This project has now lead to several new aspects to our work, such as revising the way the forms work on the landing pages (which I categorize as a separate project) and adding the reviews widgets to our hospital sites. My main take-away is that asking how the pages we’ve built are performing is hugely valuable, and we should definitely carve out time for that evaluation amid our usual high volume of work.

In a company as big as UHS it can be hard to be one person asking these kinds of questions that are outside of the normal workflow. Without the asking and reflection though, I have found the work to be a lot more dull. To me it means that doing the work to build infrastructure to help the team understand it’s successes and failures pays off at double the rate; our team can learn, and individual members get to ask interesting questions and find more meaning in our work.