A leadership experience that helps newly combined teams make critical integration choices, clarify ownership, and turn acquired capabilities into a more connected patient experience.
Organizational Moment:
Post-acquisition integration and expansion into connected care
Participants:
16 senior leaders and integration owners across legacy organizations, functions, and geographies
Format:
2.5 days / 2 nights
Destination + Venue:
Asheville, North Carolina · The Foundry Hotel Asheville
Leadership Journey:
Legacy → Patient Perspective → Integration → Trust → Ownership
Peak Moment:
One Patient, One Connected Journey · Making functional commitments visible
Organizational Value:
Clearer platform direction · Focused integration choices · Explicit decision rights · Stronger cross-functional ownership
A growth-stage digital health company has expanded through acquisitions across virtual care, digital therapeutics, connected devices, and patient communities.
Together, those capabilities create new opportunities to serve patients while making the organization significantly more complex.
The latest acquisition marks a shift from building breadth to deciding how that breadth will work as one system.
Leaders must determine what remains distinct, integrates, migrates, or retires while creating clarity around the patient journey, technology and data, clinical care, commercial models, culture, and decision rights. They must make those choices across legacy organizations, disciplines, and regions that have not yet developed shared ways of operating.
The offsite gives leaders space to make those decisions with the patient experience as their shared reference point.
The central design choice is to organize the experience around one connected patient journey rather than the acquisition itself.
Leaders first recognize what each legacy organization contributes, then shift their attention to how those capabilities must work together from the patient's perspective. Relationship-building and reflection create space for trust to develop before the group moves into integration choices, ownership, and commitments.
The Experience Arc follows that progression:
Legacy → Patient Perspective → Integration → Trust → Ownership
This experience calls for enough distance from day-to-day integration pressures to help leaders see the system they are building differently. Asheville provides that change of perspective through a setting shaped by history, craft, and distinct environments.
The Foundry Hotel serves as the integration hub, with intimate spaces for strategic work, smaller conversations, shared meals, and recovery. An experience at Biltmore provides a wider lens on how separate elements, pathways, and behind-the-scenes systems come together into one coherent experience.
Protected arrival time, private transportation, thoughtfully paced meals, and recovery windows support the intensity of the work without becoming the focus.
Before the offsite, leaders identify what each legacy organization should preserve, where the patient experience could fragment, and one issue requiring attention within the next 90 days. Their input helps focus the decisions made onsite.
A spacious arrival at The Foundry gives travelers time to settle in before formal work begins.
Leaders recognize the contributions behind both organizations before turning to a central question:
What are we becoming together?
A short team experience reveals how quickly a patient pathway can break when information and ownership are fragmented.
That evening, a private Table of Contribution dinner shifts the pace toward recognition and connection, honoring the people and work that made the combined organization possible.
The group travels privately to Biltmore, where the environment becomes a fresh lens for thinking about complex systems. As leaders consider how pathways, service, and behind-the-scenes operations create a coherent experience, they begin applying the same thinking to connected care.
Back at The Foundry, leaders map the patient journey, identify where fragmentation threatens trust, and make disciplined choices about what remains distinct, integrates, migrates, or retires.
After time to reset, a private Preserve, Combine, Release dinner explores what each legacy organization should carry forward and what both must leave behind to operate as one organization.
The final morning begins with informal pair walks before an external healthcare voice pressure-tests the emerging strategy against adoption, evidence, reimbursement, workflow, and scale.
Leaders then clarify decision rights and build the first 30/60/90-day integration plan, assigning owners, dependencies, escalation paths, and measures of patient or clinician impact.
The shared patient journey returns for the closing moment. Each leader completes one statement:
For this patient journey to feel seamless, my function will own…
Those commitments are added to the pathway, creating a visible map of leadership accountability and connecting individual ownership to the experience patients should ultimately receive.
A relaxed departure lunch allows the final conversations to unfold naturally before leaders leave ready to translate the commitments made onsite into the next phase of integration.
Back at work, the connected patient journey becomes a shared reference point for integration decisions. Workstream owners use the 30/60/90-day plan to track commitments, resolve dependencies, and escalate risks, while leadership reviews progress against patient and clinician impact.
The lasting value is greater clarity about how the platform fits together, who owns critical decisions, and how teams work across legacy boundaries. That provides the organization with a stronger foundation for integration while creating a more connected experience for patients.
