From AI integration to workforce development, health system marketing leaders are making targeted investments in 2025 aimed at boosting engagement, strengthening strategy alignment and driving measurable results.
Several marketing executives spoke with Becker’s about the initiatives and investments that are making the biggest difference so far this year.
At Evanston, Ill.-based Endeavor Health, AI is no longer a future consideration—it’s a foundational tool.
“The Endeavor Health Marketing & Communications team is embracing AI as a core enabler of our future strategy,” said Anne Martino, system chief marketing officer. “We’re not just experimenting—we’re building capability, confidence, and culture around AI to drive smarter, faster, and more personalized work across our function.”
Ms. Martino’s team developed a secure, custom platform powered by Google Gemini that supports use cases ranging from drafting internal communications and generating social content to simulating audience personas and accelerating message testing. The team is working with IT and innovation leaders to tailor Gemini with branded prompt templates and proprietary marketing assets to ensure outputs reflect the system’s voice, values and standards.
But the investment isn’t just in technology—it’s in people.
“We’re focused on our team and an upskilling initiative that includes hands-on workshops, a growing library of use cases, and peer-to-peer learning where we share lessons learned in real time,” Ms. Martino said. “We believe AI won’t replace the creativity or strategy of our team—but it will amplify our ability to lead, connect, and perform.”
Similarly, Cincinnati-based Bon Secours Mercy Health has made artificial intelligence a centerpiece of its consumer engagement strategy.
“One of our most impactful marketing investments in 2025 has been Catherine, a hyper-personalized, conversational AI consumer engagement platform,” Sandra Mackey, chief marketing officer of the health system told Becker’s. “Developed in partnership with Brado, and following a successful pilot, we launched Catherine to help consumers find answers to their most frequently asked health care questions.”
Named for one of the health system’s Foundresses, Sister Catherine McAuley, the 24/7 platform connects users with tailored information and guides them seamlessly through the care journey.
“Catherine offers a dynamic and supportive experience … allowing consumers to interact at their convenience and receive immediate support,” Ms. Mackey said. “To date, Catherine has created 1,000+ additional connections to care, and more than 50 percent of conversations with Catherine have resulted in an appointment action.”
AI, she said, is already playing a pivotal role in transforming healthcare marketing.
“We’re learning more and more with each passing day that will help us build deeper and more meaningful relationships with people in the communities we serve as we deliver upon our Mission,” she said.
For Paramus, N.J.-based Bergen New Bridge Medical Center, reputation management has taken priority. Donnalee Corrieri, chief communications and marketing officer, said her team has focused on increasing online patient feedback—particularly on Google.
“We engaged a digital presence reputation management partner to help increase the number of online reviews received—especially on Google,” Ms. Corrieri said. “By reaching out to patients via SMS and email, we made it easy for them to share their feedback.”
In addition to automated outreach, the team launched individual physician profiles to highlight the people behind the care.
“While automation helped, the real impact comes from recognizing the human connection patients feel with their caregivers,” Ms. Corrieri added.
Charleston, S.C.-based Roper St. Francis Healthcare is also prioritizing reputation as a key marketing driver. Kathy P. Smith, vice president and chief marketing and digital officer, said her team expanded their long-standing review strategy this year to cover more access points across the system.
“We’ve been requesting reviews for our employed physicians for several years with strong results, and this year we expanded the program to include our acute care facilities—hospitals, free-standing emergency departments, and our rehab hospital,” Ms. Smith told Becker’s. “In just six months, we’ve seen a nearly 275% increase in total reviews and a 40% increase in average ratings, moving into the more acceptable 4-star range.”
The team also added verified star ratings to its online physician directory and expanded Google review requests.
“We’re creating multiple trusted sources that validate the real patient experience—strengthening engagement, boosting visibility, and ensuring our reputation reflects the high-quality care we deliver,” she said.
Other health systems are investing in their internal teams as the most powerful marketing asset.
“One of the most important strategic investments we made this year was in our workforce,” said Robin M. Wyatt, chief marketing and communications officer at Atlantic City, N.J.-based AtlantiCare. “We expanded capabilities, clarified how marketing supports enterprise strategy, and deepened a culture of collaboration and purpose.”
That internal alignment, Ms. Wyatt said, transforms marketing from a support function into a true strategic partner.
“When your team is aligned to both the mission and the market, marketing becomes more than a service function—it becomes a strategic partner that delivers focused, consistent work that advances the organization’s broader priorities,” she said.
At Georgetown, S.C.-based Tidelands Health, marketing is playing a critical role in recruitment—a top concern for health systems nationwide. Amy Stevens, vice president and chief marketing officer, said her team has partnered with human resources to rethink recruitment marketing for both physicians and staff.
“We’ve taken a highly targeted digital-first approach and seen impressive results,” Ms. Stevens said. “Year-over-year applications increased 33%, and we’ve reduced the number of travelers in our organization by 70% – a significant cost savings.”
Together, the insights highlight a shared trend among leading health systems: marketing is being positioned not just to promote services, but to shape strategy, improve performance and support enterprise transformation.
