Meet Our Partner Success Managers: Danyelle’s Commitment to Long-Term Partnership in Healthcare
Quick Facts
- Years at SwipeSense: Almost 4
- Background: Healthcare Sales
- Notable Impact: 13% hand hygiene compliance increase across an entire health system
Partner Success Managers (PSMs) are the dedicated SwipeSense team members who work alongside hospital partners after implementation, helping them drive lasting hand hygiene improvement through data analysis, on-site support, and relationship building.
For Danyelle, a SwipeSense PSM of nearly four years, the most important moment in a hospital partnership isn’t the one where the deal gets signed, it’s every moment after: whether staff feel supported, whether the data is being put to good use, and whether patients are safer because of it. That belief shapes everything about how she shows up for her partners.
The Path to Partner Success
How did you find your way to the PSM role?
Danyelle’s path to becoming a PSM grew naturally out of a career in healthcare sales. While she thrived in that world, she kept finding herself more interested in what happened after the handshake.
“I have really always been in healthcare sales,” she explains, “but over time I realized that I was most passionate about what happens after that sale—really helping customers actually be successful and see results.”
That realization led her to the PSM role, where, unlike in sales, she gets to stay with her hospital partners for the long haul. For Danyelle, that continuity is everything. “I get to be part of their entire journey, which makes the work a lot more meaningful,” she says. “Especially when we are talking about something important like patient safety.”
Another rewarding part of her career shift is that she still supports the same hospital partners she took on when she first joined nearly four years ago. “I have all my customers since I started as a PSM,” she shares. “We really are on this entire journey together.” Those partnerships have grown beyond professional milestones too. “We’ve gotten married, we’ve had babies. You kind of get that side of getting to know your customers and your partners as well.”
A Day in the Life
What does it mean to be a PSM?
One of the things Danyelle loves most is taking something complex, like a robust dashboard full of hand hygiene data, and making it accessible for the varied care teams she works with. “The good part about technology is that we are able to gather so many data points, but it can also be very overwhelming,” she notes. “Really just helping them break down that data and turning it into something that speaks to their frontline staff is really awesome.”
Danyelle also visits her hospital partners on-site at least quarterly. Having boots on the ground has surfaced impactful insights she never would have caught remotely. “It could be as simple as the hand sanitizer in a patient room being really far back, or the dispenser being hard to find,” she explains. “Just going on-site and looking at the layout, that’s how you notice that maybe they should position the hand sanitizer differently so it’s easier for staff to access.”
She also finds that in-person education sticks in ways that virtual check-ins simply can’t replicate. “Explaining something to someone face-to-face might sit with them a little better than an office hour call we have every month.”
Overcoming Challenges
What is the hardest part of driving behavioral change?
Danyelle is candid about the challenges that come with her role. Driving lasting behavioral change in a healthcare setting is rarely a straight line.
“The biggest challenge is that behavioral change really isn’t just about education,” she says. “It really comes down to trust, consistency, and alignment across all teams.”
Her approach is to lean into the partnership by listening, collaborating, and problem-solving. “A big part of my role isn’t just explaining how the system works, it’s really listening to their feedback, validating their concerns, and helping them bridge those gaps.” That might mean additional training, workflow adjustments, or looping in internal teams at SwipeSense to dig deeper on a specific issue. “At the end of the day, it’s really about building that trust and truly showing up for our partners and understanding that this is a partnership and we’re in this together.”
She also emphasizes that how the data is framed matters enormously. “We really are using this data for coaching and improvement. It is not punishment. We are moving toward our main goal, which is patient safety.” That mindset shift, she says, is critical for gaining buy-in from frontline staff who might otherwise feel monitored rather than supported.
Success Stories
What outcomes have you helped drive?
One of Danyelle’s proudest accomplishments came from supporting a health system through the transition from SwipeSense’s legacy platform to the Next Gen system. Transitions like that rarely go perfectly, and this one was no exception.
“There were a lot of questions from staff, some hesitation around new workflows, and a need for more clarity around the data,” she recalls. The team responded by doubling down on consistent education, regular touchpoints, and open communication across every level of the organization, from frontline staff all the way to the executive team.
“Leadership and executive teams became very involved, which really helped reinforce expectations and build trust in the system,” Danyelle explains. “We really leaned into building a strong foundation, making sure staff understand the system, feel supported, and know how to use the data effectively.”
The results were meaningful. Over time, that health system achieved a 13% increase in hand hygiene compliance across all hospitals in the network. “For me, success is the level of engagement and partnership we have built throughout this journey,” Danyelle reflects. “And I know that we can continue to drive long-term improvement.”
She also credits the improved technology itself for playing a role. The next-generation platform was built in direct response to staff feedback from the legacy system. One key upgrade is that the newer system is designed to capture true patient encounters rather than incidental moments like silencing an IV pump or flipping a light switch. “The new system aligns a lot better with real workflows,” Danyelle explains.
Keeping the Momentum Going
How do you sustain improvement over time?
Once compliance numbers start climbing, the natural question becomes how to keep them there. Danyelle has a clear answer. SwipeSense structures the partner journey through a six-phase Hand Hygiene Acceleration Pathway, designed to keep engagement fresh and goals evolving.
“We have team competitions as a phase to really get that engagement and have fun,” she explains. “Then we have individual competitions, workflow process enhancements, meetings with individual unit leaders or group leaders.” The phases are meant to be sequential, but Danyelle is quick to note that flexibility matters. “If they have a specific goal that aligns better with one of our phases, we can jump right to that phase and focus on that.”
The pathway is designed so that improvement never plateaus. “It’s a never-ending cycle,” she says. “We are always focusing on something different, focusing on something that aligns with their hospital goals. That’s how we don’t lose engagement.”
Future Vision
What gets you excited about where things are headed?
Looking ahead, Danyelle sees healthcare technology becoming increasingly seamless — less something staff have to actively engage with and more something that just works in the background.
“I think it’s really exciting to see how technology is continuing to improve in healthcare and how it’s making it easier for hospitals to actually use the data in a meaningful way,” she says. “We are moving towards a place where systems and technology feel more natural in everyday workflows instead of something that staff have to worry about.”
For Danyelle, that shift matters because when staff don’t have to think about the technology, they can focus on the patient in front of them — and the data collected along the way becomes that much more meaningful.
After nearly four years, that vision, and the hospital partners she’s been on this journey with since day one, is what keeps her motivated.