Connecting commerce and care for a stronger launch

Designed the CRM around care circles

Forbidden worked with Health Impact Alliance to map the relationships between customers, care circles, memberships and devices.

The architecture accounted for overlapping roles, helping establish who had purchased, who would use the product and who else was involved in their care. This gave the team a foundation for directing communications and support to the appropriate person.

The model was simplified wherever possible. A separate subscription object was left out of phase one, with the initial design focused on products, devices, orders and membership logic.

Simplified acquisition around launch interest

An early marketing pipeline was removed in favour of a more direct acquisition journey: a “notify me at launch” form supported by nurture campaigns.

This gave prospective customers a clear way to register interest and provided a practical route for building engagement ahead of launch.

The approach also separated pre-launch interest from the post-purchase journey, keeping acquisition activity aligned with how customers would actually buy.

Connected commerce with onboarding and engagement

Shopify formed the commerce foundation, with HubSpot supporting the wider customer lifecycle.

Backend API integrations were central to the architecture, providing a route for app and device data to reach HubSpot and inform activation, onboarding and engagement workflows.

The journey also reflected the membership model: customers would pay at purchase, so onboarding needed to begin from that point rather than follow a trial-based process.

Designed support around self-service and clear escalation

4. Designed support around self-service and clear escalation

Forbidden helped shape a self-serve-first support model using a help desk and customer portal.

The design combined access to help content with ticket categories, AI-assisted triage and defined escalation paths. This established a route for routine questions to be resolved efficiently, while directing more involved issues to the appropriate team.

Support was considered alongside onboarding and customer success, creating a foundation for understanding service needs within the wider customer relationship.

Created a phased route to launch

The delivery plan brought together discovery, blueprinting, configuration, testing and go-live, prioritising the capabilities needed for launch.

Dependencies were made explicit. DNS ownership and access were identified as critical to connecting the live environment and completing domain-related setup.

This gave both teams clearer responsibilities and a practical sequence for moving the implementation forward.