Healthcare strategy
AI + operating leadership
HEALTHTECH + COMMERCIALIZATION
I bring the operating context healthcare companies need: buying dynamics, workflow reality, economic proof, governance, and implementation.
Name the workflow, urgency, sponsor, and purchase decision.
Choose according to requirements, integration, risk, and ownership cost.
Define permissions, staffing, training, review, and exception handling.
Measure access, adoption, hidden work, and finance-validated value.
Renew, expand, change scope, or stop according to the evidence.
THE EXECUTIVE MANDATE
The product, the economic buyer, the workflow, and the implementation team must agree on the same problem. Commercialization brings those decisions together before the company scales a sales motion that the organization cannot reliably deliver.
Define the population, workflow, urgency, budget, and alternative the buyer would otherwise choose. Map the economic buyer, clinical sponsor, operating owner, product team, IT and security reviewers, legal counsel, and procurement. Each has a different reason to support—or stop—the purchase.
Specify source systems, integration responsibilities, data permissions, staff training, human review, exception handling, and the deployment sequence. A product that saves one user time can still add hidden work elsewhere. Implementation readiness belongs in the commercial thesis.
Use workflow requirements, data readiness, integration depth, operating risk, and ownership cost to make the product decision. The useful output is a scoped delivery plan with acceptance criteria and recovery options, rather than a list of attractive technologies.
Agree on a baseline, evaluation period, population, access measures, operating burden, and finance-validated value. Clarify which evidence supports renewal, expansion, a change in scope, or a stop. Feed implementation learning back into ICP, product priorities, positioning, and commercial cadence.
THE OPERATING QUESTIONS
RELEVANT OPERATING HISTORY
Connect acquisition, clinician supply, referral development, payer coverage, intake, scheduling, and outcomes across a behavioral-health platform.
Own the economics, staffing, payer access, compliance, technology, and patient-service model of a specialty-pharmacy platform—from formation through divestiture.
