A mental health app startup called me in a panic.
Their corporate contracts were up for renewal. They had incredible employee engagement metrics: 68% monthly active users, 4.2 app sessions per week, NPS of 72.
They were certain renewals would be automatic.
Then renewal season hit. Seven of their twelve enterprise clients didn't renew.
Exit interviews revealed the problem: HR had no idea the app was working. They knew employees were using it—but they didn't know what business outcomes that usage created. When budget cuts came, they cut the "wellness app" that employees liked but that didn't demonstrably solve HR problems.
"We spent 90% of our resources on employee engagement," the founder told me. "We spent maybe 10% on reporting for HR. We thought if employees loved it, companies would renew."
They learned the hard way: in B2B2C models, you have two customers with completely different needs. Most companies obsess over one and ignore the other.
Let me show you why employer education determines your survival—and how to get it right.
In B2B2C health and wellness, you have two distinct customers:
The Buyer (Employer/HR): Pays for the service, cares about business outcomes, makes renewal decisions
The User (Employee): Uses the service, cares about personal outcomes, influences renewal through engagement or complaints
Here's what founders get wrong: they assume that delighting users automatically retains buyers.
It doesn't.
Buyers and users evaluate success on completely different dimensions. An app can have amazing user experience and engagement while delivering zero measurable value to the employer. When renewal comes, the buyer asks: "What business problem did this solve?" and the answer is: "Employees really like it."
That's not enough.
Employee education focuses on driving adoption, engagement, and satisfaction:
This matters. You absolutely need it. If employees don't adopt and engage, you have no product to measure.
But high employee engagement only proves your product works for individuals. It doesn't prove your product solves the business problems the employer is paying to address.
Example of the disconnect:
A sleep app has 72% of employees using it monthly. Employees report better sleep quality. NPS is 81.
HR asks: "Did this reduce our healthcare costs? Did it improve productivity? Did it reduce absenteeism? Did it improve our wellness program participation rates?"
The app has no data showing business impact, only user satisfaction.
Contract doesn't renew despite incredible employee engagement.
Employer education isn't about teaching HR how your app works. It's about continuously demonstrating how employee usage translates to business outcomes HR cares about.
It includes:
Outcome measurement and reporting: Not "68% of employees used the app" but "employees using the app had 22% fewer mental health-related sick days compared to non-users."
Business case reinforcement: Regular communication showing ROI, cost savings, risk reduction, or productivity improvement tied to your service.
Benchmark comparisons: How their population compares to industry averages, similar companies, or their own historical data.
Executive storytelling: Translating user experience data into narratives that make sense to CFOs and senior leadership, not just HR.
Predictive insights: What trends in your data suggest about emerging issues or opportunities for the employer.
Here's how most B2B2C wellness companies allocate resources:
Here's what works better:
Why the shift? Because renewal rates determine your business viability more than acquisition rates do.
If you acquire 100 customers but only retain 60% annually, you're on a treadmill—constantly replacing churned customers. If you retain 90%, you compound growth.
Employer education is what drives retention. It's the difference between "employees like this" and "this is solving critical business problems."
What they could have done (employee education only): "82% of eligible employees engaged with our fertility support services this year. Users report high satisfaction with care navigation and emotional support resources."
What they actually did (employer education): "Employees using our fertility navigation reduced time-to-treatment by 43%, saving an average of $8,400 per IVF cycle through coordinated care and optimal timing. This resulted in $336,000 in healthcare cost savings across the 40 employees who pursued treatment. Additionally, fertility-related leave was 34% shorter, reducing productivity impact. Three employees who were considering leaving during fertility treatment stayed with the company, preventing an estimated $450,000 in replacement costs."
See the difference? Same service, same users, completely different story. One focuses on what employees experienced. The other quantifies business impact.
They renewed at 94% and expanded to include fertility preservation benefits.
What they could have done: "67% of eligible employees downloaded our menopause support app. Active users complete an average of 3 education modules per month and rate content quality at 4.7/5 stars."
What they actually did: "Among the 420 employees using our menopause support platform, we observed:
Based on industry benchmarks for menopause-related productivity loss and turnover, we estimate total value delivered at $1.8M against program cost of $380K—ROI of 374%."
They didn't just renew. The company expanded the benefit and used it as a recruitment differentiator.
What they could have done: "Employees accessed therapy sessions an average of 8 times per year. 89% of users report the platform helped them manage stress and anxiety. App engagement remains high with 4.1 sessions weekly."
What they actually did: "We provided quarterly Business Impact Reports showing:
We also provided predictive insights: 'We're seeing increased stress indicators in your engineering department this quarter, suggesting potential burnout risk. Recommend proactive outreach.'"
The company not only renewed but increased their per-employee investment to expand services.
What they could have done: "72% of employees engaged with financial education content. Users completed an average of 5 courses on budgeting, retirement planning, and debt management."
What they actually did: "Our quarterly employer reports showed:
Estimated productivity value of reduced financial stress: $2.1M annually. Reduced HR administrative burden from financial distress: $87K annually."
The CFO became the program champion because it improved 401(k) participation (reducing company matching costs) and decreased financial distress (reducing productivity loss).
Based on what actually drives renewals, here's what your employer education strategy must include:
HR shouldn't have to ask for data. They should have ongoing access to dashboards showing:
Update frequency: Monthly minimum, weekly for sophisticated clients.
Schedule standing meetings with HR decision-makers to review:
This isn't optional. You're competing for budget against every other vendor. The ones who prove value quarterly are the ones who renew.
HR often needs to justify renewal to CFO or senior leadership who won't read detailed reports. Provide one-page executive summaries with:
Make it easy for HR to advocate for your renewal.
Don't just report what happened. Interpret what it means and recommend action:
Position yourself as strategic advisor, not just vendor.
When individual employees have breakthrough outcomes, get permission to share anonymized stories with HR:
These stories make the data human and memorable—exactly what HR needs when advocating for renewal.
Month 1-3 (Post-Launch): Focus is primarily employee education—driving adoption, explaining features, building engagement habits.
Month 4-6: Begin employer education—first outcome reports, initial ROI analysis, engagement trends.
Month 7-9: Intensify employer education—quarterly business reviews, benchmark comparisons, strategic recommendations.
Month 10-12: Peak employer education—renewal preparation, comprehensive ROI analysis, executive presentations.
Many companies make this mistake: They focus exclusively on employee engagement in months 1-9, then scramble to prove value in months 10-12 when renewal discussions start.
Better approach: Consistent employer education from month 4 onward, building the business case continuously rather than creating it at the last minute.
Your product fails if employees don't engage. But your company fails if employers don't renew.
Employee education drives adoption and satisfaction. Employer education drives retention and expansion.
Most B2B2C health and wellness companies over-invest in the former and under-invest in the latter—then wonder why their retention rates are 60-70% instead of 85-95%.
The companies that survive allocate resources proportional to impact: enough employee education to drive meaningful engagement, and substantial employer education to ensure the buyer understands the business value that engagement creates.
Because at the end of the day, employees might love your product—but employers write the check.
Building a B2B2C health or wellness product and struggling with retention? Winsome's consulting practice helps companies develop employer education strategies that demonstrate business value, create reporting infrastructure that proves ROI, and position products for renewal and expansion. Let's talk about turning your engaged users into retained contracts.