Spring Health

When I started working with Spring Health in 2020, the company was growing quickly and so was the amount of creative its marketing team needed.

I worked directly with Spring's internal team as one of a small group of designers — the Creative Director, one full-time designer, another freelancer and me — producing work across digital, print, sales, content, partnerships and events.

There wasn't one neat deliverable. That was the job. One week could mean paid social creative; another, an ebook, landing page, employer one-pager, presentation or trade-show piece. Spring was selling a complex mental-health benefit to employers while also communicating directly with the people who would actually use it, and every touchpoint had to feel like it came from the same company.

I stayed with the team for roughly two years, working through a period when Spring went from an emerging mental-health startup to a $2 billion company.

• The company was scaling fast. Marketing didn't have the luxury of treating every asset as a standalone design project. The visual language needed to work repeatedly, quickly and across a growing number of channels.
• The audience changed depending on the piece. An HR leader choosing a mental-health benefit needs evidence, clarity and credibility. An employee deciding whether to seek help needs something much more human. Both had to recognize Spring.
• Mental healthcare is difficult to visualize without falling into cliché. The work needed to feel optimistic and accessible without reducing mental health to stock photography of someone holding their head in their hands.
• The formats were radically different. A social ad has seconds to communicate. An ebook may have twenty pages. A sales deck has to support a conversation. A trade-show piece has to work from across a room. The brand had to stretch across all of them.
• Partner work introduced another visual system. Campaigns and materials for organizations including Wellsprings, Allstate and Conviva had to accommodate another brand while still feeling recognizably Spring.
• The brand itself was evolving. As Spring matured, its creative direction evolved with it. I worked within the existing system and adapted as the team introduced new visual approaches and eventually moved toward a broader brand refresh.

1. Worked as part of the internal creative team. Rather than operating project-by-project from the outside, I worked directly with Spring's marketing organization and Creative Director, taking briefs across teams and translating them into finished creative.
2. Designed across the marketing funnel. Social and paid-media campaigns, ebooks, one-pagers, landing and web pages, print ads, flyers, posters, trade-show materials and presentation decks — from first-touch awareness through sales and member communication.
3. Turned long-form information into something people could actually navigate. Ebooks and educational collateral required more than applying the brand to pages. I built hierarchy around dense healthcare and benefits content so readers could scan, understand and retain it.
4. Made B2B healthcare feel human. Spring needed to communicate clinical credibility and employer value without looking institutional. I used the brand's typography, illustration, photography, color and graphic language to keep serious information approachable.
5. Designed for enterprise partners. Materials supporting partnerships and campaigns for organizations including Wellsprings, Allstate and Conviva, adapting Spring's visual language to coexist with established partner brands.
6. Supported paid and organic campaigns at speed. Digital work needed to function as a system rather than a collection of hero graphics, with concepts capable of extending across sizes, placements and channels without losing their hierarchy.
7. Built presentations for a growing organization. PowerPoint work translated the brand into a format used by people beyond the design team, balancing visual polish with slides that still needed to function in actual business conversations.
8. Adapted as the brand changed. During my engagement, Spring's creative direction continued to mature. I worked through those transitions, incorporating new visual thinking while keeping ongoing marketing production moving.

• I supported Spring's creative output for roughly two years during one of the company's fastest periods of growth.
• The work extended across the marketing ecosystem rather than a single campaign: paid media, social, editorial, sales, web, presentations, partnerships, print and events.
• A small creative team was able to support an increasingly large organization and growing volume of marketing needs without every request becoming a new visual system.
• Spring's brand stayed recognizable across audiences ranging from enterprise benefits leaders to individual employees seeking mental-health support.
• The system was flexible enough to accommodate partner brands including Wellsprings, Allstate and Conviva while maintaining Spring's own identity.
• By the end of the engagement, Spring was a substantially different company from the one I had joined — and the creative system had evolved alongside it.