2025AI governance / HealthcareHealthcare, multi-state92% pass rate
Outcome
92%
of AI-assisted content passing risk review on its own, up from 38% at the start, after 3 months of tuning.
3agents built into the client’s AI harness: intake, risk, and legal
1business day to first contact on a flagged item, 3 to resolve it
7stakeholders on the governance team

AI content that clears review on its own, 92% of the time

Context

A multi-state hospital network serving 1.4M+ portal users, with marketing running across four markets (Georgia, Kentucky, Tennessee, Texas): copy, imagery, and policy updates for each one.

Problem

They wanted AI in their marketing. They had no way to govern it.

The content team was ready to build pages and copy with AI, but nothing defined what AI could publish on its own, who handled what it got wrong, or how a decision could be traced later. For healthcare content in four states, with patient privacy, clinical claims, and state rules in play, that gap was the risk.

The governance team of 7: marketing lead, program manager, legal and compliance, privacy, IT and infosec, agent build lead and content operations. Around it, the wider group: the harness build team, the content staff working the queue, and training, which joined late. FIG 01: A governance team of 7, and the wider group around it.

Approach

Build the team first, then the model, then put it inside the tools people already used.

01Identify the team with the key marketing stakeholder: a governance group of 7 across marketing, program management, legal and compliance, privacy, IT and infosec, agent build, and content operations.
02Draft the governance model and take it through approval: an AI usage policy, a risk check on every piece of content, one review queue for anything that failed, and an audit log of every agent decision.
03Build it into the client’s AI harness with their internal team as three agents (intake, risk, and legal), using tools already approved through MCP and SSO.
04Run it through a biweekly sync, where an agent summary of failures, linked to the JSM tickets, became fixes for the team, policy updates, and agent tuning.
The governance model: policy guides content created with AI, a Risk Agent checks it, passes publish on their own with the decision logged, and failures go to a shared JSM queue with Intake Agent tickets, then to a Legal Agent and a human call within 3 business days. An agent summary feeds a biweekly sync that tunes the policy and agents. FIG 02: Passes ship on their own. Failures queue for legal and a human call.

What I did

Role: Sr. Technical Project Manager · Digital agency (client: hospital network) · Mar–Nov 2025

Identified the governance team with the marketing lead, drafted the governance model, and took it through approval. Consulted on the design of the three agents and weighed in on each round of tuning, working with the internal build team so governance decisions fed straight back into the agents.

Ran the rollout and the biweekly sync. Content that passed the Risk Agent published on its own, with the decision logged. Failures and Intake Agent tickets landed in one JSM queue, auto-assigned to the right staff, with first contact inside 1 business day and a decision inside 3. The Legal Agent started by reviewing every item to build trust, then narrowed to failures only.

Outcome

Over 3 months of tuning, the share of content clearing risk review on its own rose from 38% to 92%, and legal review narrowed from every item to failures only. The intake queue was trending down and starting to level off when the contract ended, with the model, the queue, and the sync in place for the client’s team to run.

Trust ramp: at the start, 38% of content passed the Risk Agent and the Legal Agent still reviewed every item. After 3 months of tuning, 92% passed and published with the decision logged, and the Legal Agent saw failures only. FIG 03: Pass rate from 38% to 92%, and legal review narrowed to failures only.

What I would do differently

Training and enablement came in a month before rollout. They should have had a seat at the first meeting, so the people working the queue helped shape the policy instead of learning it at the end.