The hardest part of digital health GTM isn't the buyer. It's everyone behind the buyer.
When a payer or health system creates or evaluates technology, the question on their mind is “Can I defend it to the employers we serve, the clinicians who'll use it, and the CFO who has to fund it?”
I work with digital health companies, and innovative health plans and systems to make the whole chain make sense: positioning, narrative, pricing, and measuring the end-to-end customer experience.
The problem
Your product works. Your pilots go well. And growth still isn't compounding the way your board expected.
That's rarely a product problem. It’s usually a go-to-market problem: eleven people on the buying committee with different definitions of value, a clinical champion with no budget authority, a procurement process that adds two quarters, and a sales team explaining your differentiation nine different ways to an audience that then has to re-explain it downstream.
Most leadership teams know something is off. What they don't have is an aligned, specific answer to where to focus and what to stop doing.
Sound familiar?
"We know we're differentiated, but our sales team can't explain how."
"Our pilots convert to enterprise contracts far less often than they should."
"We launched, adoption stalled, and nobody can tell me why."
"Every function has its own version of who the customer is."
"The board wants a growth story we can actually execute against."
If you're nodding at three or more of these, we should talk.
Services
My work follows a simple, proven approach:
Create Clarity
Define where to play and how to win.
I map the buying centers you're actually selling into and the economic, clinical, and operational stakeholders inside each. Then we get your leadership team to one shared view of the market and your role in it.
Outcome: One version of the market, agreed to by the people who have to act on it.
Segmentation and ideal customer profile
Buying-committee and stakeholder mapping
Competitive and category positioning
Leadership alignment and cross-functional facilitation
The metrics you'll use to know whether it's working
Make Smart Decisions
Turn insight into choices and make them stick.
This is where most strategy work dies. What works is to prioritize ruthlessly, build the narrative, and put real weight behind the decisions so they survive contact with the quarter.
Outcome: Clear decisions, aligned leaders, and a focused path forward without another six months of analysis.
Prioritization of segments, products, and initiatives
Value proposition and narrative design
Pricing and packaging
Integrated launch planning, sales enablement, analyst and PR strategy
Pilot and beta design that produces evidence you can sell with
Operationalize the Change
Make strategy show up in how teams work.
Strategy that stays in the deck was a waste of money. I stay close enough to the execution to make sure it doesn't.
Outcome: Growth capability that outlasts the engagement.
Fractional CMO and GTM leadership
Advisory to marketing, sales, and customer success leaders
Voice-of-customer infrastructure that informs operations, not just slides
Coaching functional leaders to run this without me
Customer and clinical advisory board design
Who I work best with
Typically: digital health companies and innovative health plans and health systems seeking to deliver better customer and organizational value via digital tools.