Go-to-Market · Device & Digital Health
The person who uses it, the one who buys it, and the one who pays for it are three different people.
In healthcare, a great product isn’t a great go-to-market. The clinician has to want it, the administrator has to approve it, and someone — payer, employer, or patient — has to pay for it. We map that reality and build a plan that clears all three, without pretending to give clinical or regulatory advice.
The Outcome
What a go-to-market engagement gives you
Not a deck that dies in a drawer — a launch you can actually run, with the positioning, pricing, and plan to back it.
A buying map, not just a user
Every stakeholder in the purchase — clinician, administrator, procurement, and whoever holds the budget — named, with what each one needs to say yes.
A reimbursement-aware value story
Messaging and pricing built around how the product actually gets paid for, so economics don’t stall the deal after the clinical case is won.
A launch sequence matched to the real cycle
A 90-day plan that respects committee timelines and pilot cycles instead of assuming a fast close.
How we work
Here’s how we’d take it to market — and stay to run it
We won’t hand you a strategy deck and disappear. What follows is exactly how we’d position, price, and launch a business like yours — built on your real market and customers, measured against a baseline we set together, and executed with you, not just recommended. Where something can’t be known until the market responds, we build to test it, not to guess.
Who it’s for: For device, diagnostic, digital-health, and healthcare-services teams taking a product to market where a clinician, an administrator, and a payer all sit between you and revenue. You need positioning, segmentation, pricing, and a launch motion that account for that. This is commercial go-to-market and market research — not clinical, reimbursement-coding, or regulatory advice; we work alongside the specialists who own those.
The Core Workstreams
The four systems for a multi-stakeholder sale
Healthcare launches rarely fail on the technology. They fail because the value story lands with the clinician but not the CFO, the pricing ignores how the product gets reimbursed, or the plan assumes a two-week close in a six-month buying cycle. We build the four pieces that address that reality directly.
Stakeholder map
Every yes you need, named
The challenge: You sell to the clinician who loves it, then the deal dies in a committee you never met, killed by a concern nobody voiced to you.
What we’d deliver: We map the full buying group — user, economic buyer, procurement, IT, and any clinical champion or blocker — and define the message, proof, and objection each one brings, so the deal doesn’t die in a room you’re not in.
Segmentation
The sites and settings to win first
The challenge: A hospital system, an independent clinic, and a payer-sponsored program are three different markets, and treating them as one spreads a small team too thin.
What we’d deliver: We segment by setting, buyer sophistication, and how the product gets funded, then define the ideal-customer profile — the accounts where value is clearest and the sales cycle is survivable — so you land beachhead wins before scaling.
Value & pricing
Priced to how it gets paid for
The challenge: A price that ignores reimbursement, budget cycles, or who holds the dollars makes the clinical case irrelevant — nobody can fund the yes.
What we’d deliver: We build the economic value story — the case for the buyer who holds the budget — and a pricing and packaging model that fits how dollars move in that setting. We frame the pricing tests and defer coding and coverage specifics to your reimbursement experts.
Launch motion
A pilot-to-scale sequence
The challenge: Committee approvals, security reviews, and pilots don’t fit a fast-close playbook, and a launch built for speed stalls in month two.
What we’d deliver: We choose the motion — direct, channel, health-system partnership, or pilot-led — and sequence a 90-day plan around real gates: the pilot design, the evidence to capture, and the expansion path from first site to many.
The Fuller Scope
Other ways this shows up
The core four cover most healthcare launches. These are the situations that come up often enough to name.
Crossing from pilot to paid
Plenty of products win pilots and never convert them to contracts. We design the pilot to produce the evidence and the internal champion the paid decision actually needs — not just a friendly quote.
Selling into a system vs. a clinic
The same product needs a different story for an enterprise health system than for an independent practice. We build parallel positioning so you’re not using an enterprise pitch on a two-doctor office.
Making the economic buyer’s case
Clinicians rarely control budget. We translate clinical benefit into the language of the person who does — cost, throughput, risk, staff time — so the champion can sell it upward.
Positioning against “we already have a system”
Your competitor is often the status quo or an incumbent already installed. We find the wedge — workflow fit, a gap the incumbent leaves, total cost — that justifies the switch.
A digital-health product with a fuzzy buyer
Digital health can be sold to providers, payers, employers, or patients, and picking wrong burns runway. We pressure-test each path and recommend the one your product and economics can actually win.
Building the evidence story that sells
Buyers want proof, but the proof that closes deals isn’t always the proof that clears trials. We define the outcomes and references to gather so the commercial case keeps pace with the clinical one.
Equipping reps for a clinical audience
Selling to clinicians rewards credibility and punishes hype. We build enablement that respects the audience — the narrative, the data, and the honest objection answers that earn a second meeting.
Decisions a launch has to get right
Decisions this plan informs
A launch lives or dies on a handful of calls. Here’s what our work is built to get right.
Pilot-to-contract conversion
Whether pilots are designed to close or just to demo.
Sales-cycle length by setting
Which segment to prioritize for a survivable time-to-revenue.
Stakeholders per deal
Where deals stall in the buying group and whose objection to arm for.
Average contract value
Whether pricing fits the buyer’s budget reality or fights it.
Champion-to-approval rate
How well the value story travels from the user to the person who funds it.
Cost of customer acquisition
Whether the chosen motion is efficient enough to scale or only works founder-led.
Early sessions establish the baseline that matters here: how long a deal actually takes by setting, how many stakeholders touch it, where pilots stall before conversion, and how the product gets funded today. We ground the plan in your real buying reality — not a textbook sales cycle — and stay in our lane, leaving clinical and regulatory calls to the specialists who own them.
The Engagement
Strategy that ships, not strategy that sits
A scoped go-to-market engagement built around your launch — positioning and messaging, pricing and packaging, channel and sales-motion design, and a 90-day plan. Not a generic framework; a plan tied to your product, your buyer, and your numbers.
We stay to run it. Unlike most strategy shops, we don’t stop at the recommendation — we help execute the launch, measure what the market does, and adjust against real signal.
Every launch is different. The scoping call is where we frame the moves that matter.
How It Works
From positioning to a launch you can run
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Position & message
We define the position you can own and the message that lands — grounded in your real buyer, competitors, and differentiation.
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Price & package
Pricing and packaging set against what the market bears and what your economics need, with the trade-offs made explicit.
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Channel & sales motion
The route to market and the sales motion designed to fit how your buyer actually buys — not a generic funnel.
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90-day launch plan
A sequenced, owner-ready plan with the moves, the milestones, and the baseline numbers we’ll measure against.
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Execute & adjust
We stay on to help run the launch, watch what the market does, and adjust the plan against real results.
FAQ
Healthcare & Medtech — go-to-market questions
Do you give regulatory or reimbursement-coding advice?
No, and we’ll be clear about that boundary. We do commercial go-to-market and market research — positioning, buyers, pricing strategy, launch. We work alongside your regulatory and reimbursement specialists; we don’t replace them.
Our product is clinically superior. Isn’t that the whole sale?
It’s necessary and rarely sufficient. The clinician’s enthusiasm still has to survive procurement, IT, and a budget owner. We build the value story for all of them, so the best product doesn’t lose to a better-sold one.
We keep winning pilots but not contracts. Can you help?
That’s one of the most common patterns we see. Usually the pilot proved the product but not the purchase case. We redesign what the pilot captures so it produces the evidence and the internal champion a paid decision requires.
How do you price when reimbursement is unsettled?
We build pricing scenarios around the funding paths that exist, frame the tests, and validate with real buyers in the engagement. Where coverage and coding drive the model, we bring your reimbursement experts into the room rather than guessing.
We’re not sure whether to sell to providers, payers, or employers.
That’s a foundational question, and getting it wrong is expensive. We pressure-test each buyer against your product, economics, and runway, and recommend the path you can actually win first — with a case for why.
The buying cycle is long. Will a 90-day plan even fit?
The 90-day plan sequences the right moves inside a long cycle — securing pilots, capturing evidence, building the champion — not a fantasy fast close. It’s built to create momentum in a slow market, not to deny that it’s slow.
What do you need from us to start?
Time with whoever sells and whoever has run a deal end to end, records of recent wins and stalls, and your current pricing. If you have pilot results, those are gold — they show where the case is strong and where it leaks.
Is this a healthcare template you rerun?
No. Device, diagnostic, and digital-health launches differ enough that a template would mislead you. The framework holds; the answers are scoped to your product, your setting, and your buyers.
The Full Practice