HEALTHTECH + COMMERCIALIZATION
I connect product strategy to the purchaser’s economics and the cost of delivery, so a commercial proposition can survive procurement, implementation and renewal.
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
A healthtech company needs two viable businesses: its own recurring revenue model and a customer operating model that justifies renewal. I assess them together. A product can improve a task yet require enough integration, review or service labor to erode either side’s economics. Distribution should expand only as the company learns which customer conditions make value repeatable.
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.
I would retain ownership of a capability when it is strategically differentiating and the organization can support its development and maintenance. Buying or partnering can preserve capital, but creates dependencies in pricing, data access and service continuity. The decision should compare full ownership cost, switching difficulty and the consequences of failure—not just launch speed.
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.
CONTINUE THE EXECUTIVE PERSPECTIVE
