Get to Know AdvancedMD CMO Stephanie Cho 

As Chief Marketing Officer, Stephanie Cho is focused on evolving the AdvancedMD marketing organization into a strategic growth engine. In addition to having deep expertise in the healthcare technology SaaS space, Stephanie has led marketing functions for leading consumer brands, including QuickBooks, Wells Fargo, and American Express. She earned her MBA from Stanford Graduate School of Business after receiving a Bachelor of Science in Chemical Engineering from the University of Notre Dame. Since joining AdvancedMD less than three months ago, Stephanie is already making an impact across the organization, driving marketing programs that support the more than 13,000 practices that rely on AdvancedMD to move care forward.  

To start, tell us more about your role, the teams you oversee, and your primary focus. 

As CMO, I lead the AdvancedMD marketing organization. It’s such an exciting time to be part of the healthcare technology industry, and especially part of AdvancedMD. Today, AI is opening the door to groundbreaking opportunities for independent practices, and we are driving the charge—ensuring providers and their staff have the tools they need to remove everyday friction.  

My primary goal during this next phase of our company’s history is to fine-tune the AdvancedMD growth engine, focusing on four strategic pillars: demand generation, product marketing, customer and lifecycle marketing, and brand communications.  

Underpinning these four strategic pillars is a shared services layer built on marketing analytics and a marketing operations team that is embedding AI-native workflows throughout the AdvancedMD marketing organization. My ultimate goal as CMO is to create a modern marketing organization that doesn’t just use AI tools, but is fundamentally enabled by them, with AI agents integrated into our everyday workflows.  

What do you love most about your work and leading marketing strategy?  

What I love most about marketing is the combination of two specific efforts that are not always considered together. The first is deeply understanding a customer on a nearly psychological level—what they need, what frustrates them, what they’re trying to accomplish. The second is the creative expression of turning those insights into messages, campaigns, and experiences that actually resonate.  

That combination is what makes marketing endlessly interesting to me. The piece of marketing work that crystallized this for me was Intuit’s QuickBooks “Backing You” campaign. The initiative was rooted in a deep customer insight: that being a small business owner is exhilarating and lonely at the same time. I’d been a small business owner myself for nearly six years before joining Intuit, and that campaign made me feel genuinely seen. It was also what motivated me to eventually join the company. I’d used the brand’s products as a customer, and felt the truth of what they were saying—I knew that I wanted to be part of building more of it.  

That Intuit campaign had a huge influence on my career, specifically my approach to product-led growth (PLG) which puts those same dynamics at the center of the marketing organization. With a product-led growth strategy in place, you’re speaking directly to the end user, every decision is data-backed, and there’s still real room for creative expression rooted in that data.  

And that’s the part I keep coming back to: PLG runs on rapid experimentation and data-backed decisions, always anchored to the end user. But those principles aren’t unique to product-led growth—applied well, they make our sales-led motion stronger too. When we test relentlessly, follow the data, and stay close to the customer, it lifts every part of how we grow. It’s a rising tide that lifts all the boats, and that blend of rigor and creativity is exactly what drew me to this work in the first place.  

How did you come to be CMO for AdvancedMD?  

A few things drew me to AdvancedMD, the first being that the industry is deeply familiar to me. I know these customers, I understand the pressures small and mid-sized practices are under, and I felt I could start contributing immediately.  

The second is the chance to build a marketing organization that runs both sales-led and product-led motions. Most of my career has been spent in PLG, and I wanted to be a CMO who operates confidently across both—that combination is rare, but it’s what AdvancedMD needs as it continues to scale.  

The third is that I’m drawn to mission-focused work. My brother is a surgeon, so I’ve seen up close how much administrative burden falls on physicians who just want to take care of their patients. The idea of building tools that give that time back is genuinely motivating to me. It’s the kind of work I want to spend the next chapter on.  

And of course, Amanda. What impressed me most when I met Amanda was her story—how she started at AdvancedMD years ago as an intern and worked her way up to CEO. That kind of continuity is rare, and it tells you something real about both her and the company. She knows this business at every level because she’s done the work at every level, and that came through immediately in our conversations.  

What excites you most about leading the AdvancedMD marketing organization?  

What excites me most is the opportunity. AdvancedMD has built a successful business serving more than 13,000 practices, and there’s enormous room to invest in marketing as a true strategic growth function for the next chapter of the company. Coming in with that kind of greenfield opportunity is a rare position for a CMO, and it’s the part of the role that genuinely energizes me.  

From a marketing perspective, I see three big opportunities. The first is data, and the chance to build an analytical foundation that lets us understand our customers, our funnel, and our market with real precision—and then using that precision to guide every decision we make. The second is talent: bringing in deep subject-matter experts across product marketing, growth, brand, and analytics who can each meaningfully raise the bar in their function.  

The third opportunity is how we operate. I’m building a marketing organization that has AI embedded throughout its workflows from the start. As an AI-first marketing organization, we are not “layering” AI on top of existing workflows, but actually building AI workflows from the ground up. It’s how we work. While most marketing teams are retrofitting AI onto existing processes, we have the chance to design for it from day one. This means we can run leaner, move faster, and put more of our human energy on the work that actually requires it.  

Now that you have settled into your role as CMO, what do you love most about being part of the AdvancedMD team?  

Honestly, it’s the people. That might sound cliché, but it’s true—everyone I’ve met here has been genuinely kind, down-to-earth, open, and deeply skilled at what they do. That mix of generosity and expertise is rarer than it should be, and it’s a culture that really resonates with me.  

‘People First’ is one of AdvancedMD’s core values, and you feel it in everyday interactions across departments and throughout the organization. When I was going through onboarding, that came through most clearly during an in-person all-hands meeting. The energy and enthusiasm in the room were genuinely memorable.  

It’s one thing to read about a company’s mission on a website; it’s another to feel that level of belief from a few hundred people in a room together. That gave me an early and unmistakable sense of what this team is about.  

How do you spend your time when you’re not leading the AdvancedMD marketing organization?  

Outside of work, I’m raising two kids alongside my husband—we have a 12-year-old son and a 10-year-old daughter. My son is into tennis (he’s far better than I am), Fortnite, chess, and an aspirational interest in expensive sports cars. My daughter is the most creative person I’ve ever met. She’s into crafting, ceramics, singing, dancing, and making up elaborate narratives in her head. She is the personal embodiment of the word joy, with enough energy for the four of us combined.  

My hobbies are mostly things I’m trying to get better at. I picked up tennis as an adult and a working mom of two, so my expectations for myself are modest but my enthusiasm is high. I’m also working on my Spanish—partly by teaching myself and partly by trying to keep up with my son on Duolingo, which is its own kind of motivation.  

Finally, last year we adopted an orange tabby named Mason, who is cute beyond reason and has become the central debate in our household, specifically, how much leeway he gets to do whatever he wants. My husband is more skeptical than the rest of us. The kids and I are losing the argument on principle but winning it in practice.