Breaking the Marketing Mold: Ramon Soto Of Northwell Health On 5 Innovative & Non Traditional Marketing Strategies That Can Engage Audiences Like Never Before
An Interview With Chad Silverstein
Time of change: We are seeing a culture shift. How will policies, government decisions, and groups of people ultimately shift consumer habits? Markets need to adapt.
Traditional marketing methods are no longer sufficient in today’s dynamic and fast-evolving market. To truly engage and captivate audiences, businesses need to think outside the box and adopt innovative and non-traditional marketing strategies. What are these strategies, and how can they transform audience engagement? I had the pleasure of interviewing Ramon Soto.
Ramon Soto is the senior vice president and chief marketing and communications officer at Northwell Health. He is responsible for the development and execution of Northwell’s brand strategy, as well as all aspects of marketing and communications, including public relations, digital engagement, strategic marketing, clinical marketing and customer acquisition. He leads Northwell’s mission-driven communication efforts tackling some of the most pressing issues, like gun violence prevention, women’s health, and health equity. Mr. Soto has been elected to the Ad Council’s Board of Directors. He is also the president of Northwell Studios, which works with production companies, filmmakers and distributors to produce scripted and unscripted content that allows Northwell to tap into the power of storytelling and entertainment.
Thank you so much for joining us in this interview series! To start, could you share when and how you got started in marketing?
I never imagined I’d be a marketer. I graduated in 1988, right after the ’87 stock market crash — certainly a tough time to find a job. I’d studied political science and economics, aiming for government work. I even took the tests for the Secret Service, FBI, and Foreign Service — I did well, but faced two-year waiting lists. I needed to do something. So, I interviewed everywhere — banking, insurance — nothing felt right. Then, I interviewed at an ad agency. Young, energetic people, everyone I met was barely older than me. It was exciting, and I took a job at McCann Erickson. It was a direct marketing agency, so I learned the importance of data and measuring consumer response, which you could see results immediately. Seeing the direct impact of our work on product sales was fascinating. It was the start of a love affair.
My first role was humbling, an account coordinator, basically one step above a billing coordinator. While at the bottom of the ladder, I was a sponge. I shuffled papers, did invoices, sat in on meetings, and absorbed everything. I remember one early creative meeting where the account and creative teams were debating a client issue. Suits on one side, ripped shirts and ponytails on the other — the energy and passion were incredible. I was blown away by how the creative team tackled the client’s problem. That’s when I got the bug.
So, from shuffling papers at a small agency to managing multi-million-dollar accounts and absorbing the business acumen of GE, my path to marketing was unexpected, but each step has shaped the leader I am today. That foundation in data-driven marketing, the art of storytelling, and a deep understanding of business fundamentals informs how I approach marketing and the innovative work we’re doing at Northwell.
What has been the biggest shift in the marketing industry and can you give us an example of how it impacted you?
I wouldn’t really call it a shift. It’s the constant of change itself. Change is always present, especially when building relationships. As business leaders, we must constantly adapt how we engage with our audiences. We have to anticipate those curves and stay ahead of them. We saw it with the internet — it revolutionized how we interact personally and how brands interact with us. Then social media disrupted everything again — how consumers connect, how they get information, how brands show up.
Now, it’s AI. Think about it: AI-driven interactions and new platforms are emerging every day, disrupting the old ones. Some platforms will get stronger; others will fall out of use, but brands that stand still? They’re at a major disadvantage. Consumers are practically overwhelmed by the speed of it all.
It’s a lot to take in. The key takeaway is this: change is the only constant. The speed, the impact — it’s everywhere. As marketers, we have to be change agents. We must adapt to how consumers live and how they get their information.
Can you explain why it’s essential for businesses to break away from traditional marketing and embrace new strategies?
It’s not about abandoning traditional marketing entirely; it’s about constant experimentation. You have your core strategies, the things you know work, but you always have to be looking ahead, anticipating what’s next.
I admit, I missed the boat on social media initially. I was in business school in 2006 when I got my Facebook account, and I thought, “Oh, how cute, I can see pictures of my classmates.” I completely underestimated its disruptive power and how it would create entirely new communities and change how people interact and how brands advertise and connect with their consumers — building a loyal fan base. That was a learning moment for me. I should have been digging deeper, asking, “What is this thing? How will it change the landscape?”
We need that curiosity as marketers to keep moving forward.
Could you share and briefly explain the first major change you made to break the trend of traditional marketing that was not so common?
My first major break from traditional healthcare marketing happened when I joined Northwell about ten years ago. I looked at the New York market — packed with established healthcare giants, some with brands dating back to the 1700s — and knew we couldn’t compete by simply advertising our academic medicine credentials. We were the new kids on the block. We knew we couldn’t just claim to “be the best” like so many others. So, we leaned into purpose. We defined healthcare less in clinical terms and more from the consumer’s perspective. We focused on the patient’s journey, what they cared about, and launched a purpose-driven brand. From gun violence prevention to Black maternal health, women’s health, and mental health, we continue that purpose today. That’s what differentiates us, both locally and nationally.
What specific results did you see after implementing this change?
We measure everything, and the data speaks for itself. We punch above our weight, exceeding expectations across brand metrics — awareness, consideration, purchase preference. We’re trouncing many of our competitors on key metrics, despite being a much younger organization. We’re now synonymous with quality healthcare in New York. We even see a direct correlation between our marketing spend and increased demand within our system. I think we’re one of the first health systems in the country to truly demonstrate that direct link between marketing stimulus and patient volume.
Healthcare is unique. Traditional market forces don’t apply in the same way. There’s no price elasticity — lowering prices doesn’t automatically drive higher consumption. People seek healthcare when they need it, not when it’s on sale. Our competitors were marketing transactions — “We have the best neurologists,” “We have the best heart care.” But consumers don’t think that way. They don’t want to think about needing a neurologist or heart surgeon. We wanted them to know us before they needed us, to build a predisposition to choose Northwell. That approach has been key to capturing market share and building a powerful brand.
How do you ensure that these new marketing strategies resonate with your target audience?
At Northwell, our purpose is to raise health for all. We prioritize listening to our communities, both online and offline, to understand their needs and meet them where they are. We gather insights through various channels, including surveys, social media, community discussions, and direct interactions with our nearly 90,000 employees and patients. This deep understanding of our communities’ challenges, concerns, and expectations informs every aspect of our work, from the services we provide to the way we communicate — and the stories we tell. By actively listening, we build stronger relationships and deliver on our commitment to better health for everyone.
Can you share an example of something you tried that didn’t deliver expected results or ended up ended up becoming a financial burden, and what you learned from that experience?
In the early days of expanding our entertainment marketing, we signed a deal to produce branded content. I invested significant time, energy, and resources, not just in the production, but also in the distribution strategy — tens of thousands of dollars. We were aiming for a much larger audience, but in the end, it only reached somewhere between 30,000 and 60,000 eyeballs. It just wasn’t worth it. However, it was a valuable learning experience. The lessons we learned, though costly, informed our strategy moving forward and ultimately made us better at what we do now with Northwell Studios. With an Academy Award shortlist and six Emmy awards, our productions are not only well-watched but critically acclaimed and reach millions of eyeballs.
Great. Now, let’s dive into the heart of our interview. Could you list “5 Innovative & Non Traditional Marketing Strategies That Can Engage Audiences Like Never Before”?
- AI: From the business end to the creative process, AI will continue to change how marketers do business.
- Social spending: On average, marketers only spend 12.1% of their budget on social media, yet their audience is on those platforms. It’s time to course correct.
- Gen Alpha is the youngest generation — the oldest are already 14 — what will their marketing-consumption habits look like?
- Role of the influencer: Poppi soda featured influencers in their 2025 Super Bowl ad. Are we now seeing a crossover from digital to traditional? What does the future hold for social media stars, and how can brands better partner with them?
- Time of change: We are seeing a culture shift. How will policies, government decisions, and groups of people ultimately shift consumer habits? Markets need to adapt.
What challenges might companies face when transitioning away from traditional marketing strategies, and how can they overcome them?
The biggest challenge companies face when breaking away from traditional marketing is overcoming inertia. People get comfortable with what they know, even if it’s not working as well as it used to. “This is how we’ve always done it” is the death of innovation. To convince others to follow your vision, you have to lead by example and demonstrate the value of new approaches. You have to paint a compelling picture of the future and show, not just tell, how these new strategies will drive better results.
Overcoming internal resistance requires strong leadership, a clear vision, and a willingness to take calculated risks. You have to be patient and persistent, educating your team along the way and celebrating early wins. It also requires building a culture of experimentation. Not every new idea will be a home run, but you have to create a safe space for trying new things, learning from failures, and constantly iterating. That’s how you build momentum, gain buy-in, and ultimately, transform your marketing approach. Show the way, not just talk about it. Lead with conviction, demonstrate the value, and the rest will follow.
How do you measure the success and ROI of these new marketing strategies?
Measuring success and ROI for marketers venturing into uncharted territory can be challenging. Like any effective campaign, strategic measurement is essential. Understand what your strategy aims to influence and at what point it intersects with the consumer decision journey. Then, select corresponding metrics and establish realistic timelines and goals. Recognize that some campaigns, like brand building, are a marathon, not a sprint, and require time and sustained effort. Set achievable goals, celebrate milestones, and avoid expecting instant results.
Celebrate the wins and remember, it’s about continuous learning and adapting. It’s about being strategic, patient, and constantly optimizing.
Looking forward, how do you see the role of innovative marketing evolving in the next 5–10 years?
Marketing will continue to adapt, evolve, and emerge in unexpected places. Consider streaming services, which initially disrupted traditional network TV through cord-cutting. Now, these same streamers are incorporating advertising into their subscription models, highlighting the fact that subscriptions alone often aren’t sustainable. While consumers seek compelling content, delivery and monetization methods are constantly changing, requiring marketers to adapt as well.
Social media’s evolution will also continue, along with the roles of content creators and influencers.
Marketers occupy a unique position, keeping their fingers on the pulse of society, staying on top of social attitudes and trends, and playing a significant role in shaping cultural narratives. It will be interesting to see where this all leads.
What advice would you give to business leaders who are hesitant to move away from traditional marketing methods?
Marketing’s always been about adapting. Look at the evolution of advertising, from the ads in the ’30s and ’40s to today. But people get stuck in their ways: “This is how we’ve always done it.” That’s a recipe for disaster.
So how do you handle it? Two things: Be a student of change. Study what’s happening outside, understand the trends, and apply that knowledge. And experiment. See a disruption? That’s an opportunity.
Can you share any upcoming initiatives or plans you have for further innovating your marketing strategies?
Last year we launched Northwell Studios, a separate entity of Northwell Health, to help us take our entertainment storytelling even further — and it has been transformative. Since 2017, we’ve turned to storytelling to humanize healthcare by showcasing the real people behind our organization, building trust and demystifying the healthcare experience. We’ve also been able to tackle critical societal issues, like gun violence and mental health, positioning Northwell as a leader in social impact.
By creating content that aligns with people’s values, we’ve cultivated a loyal community around our brand. Moreover, our productions have achieved global reach, expanding brand recognition far beyond our local market.
Our documentaries and shows have reached millions of viewers worldwide, garnered six Emmys, an Oscar shortlist, and an impact impossible to replicate with traditional advertising. Ultimately, moving away from traditional marketing is about forging more meaningful connections with people and achieving tangible business outcomes.
For Northwell, this shift has been essential to building a stronger brand, driving positive change, and working toward better health for all.
This year, we hope to continue that momentum with new partnerships we have forged with Northwell Studios and some of the creative projects in the works.
How can our readers follow your work and learn more about your approaches to modern marketing?
You can check out our Northwell Newsroom here for our news and announcements.
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur and Thought Leader with over 25 years of business experience. He has founded, operated, and exited multiple companies and now builds into a handful of high impact CEOs. Chad has launched multiple online communities, including a recent leadership development platform, and also serves as a strategic advisor for Authority Magazine’s thought-leader incubator program.
To learn more and connect with Chad visit: chadsilverstein.io
Breaking the Marketing Mold: Ramon Soto Of Northwell Health On 5 Innovative & Non Traditional… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.