Health systems don't stall because your model underperforms. They stall because the person who has to sign hasn't been handed the specific proof their seat requires — and nobody on your team has ever mapped which proof that is.
The first section of the document is a straight accounting. Everything you've generated on one side. Everything the buyer needs before they can defend a yes on the other. The distance between those columns is the reason your pipeline isn't converting — and it's usually not the distance founders expect.
Nobody rejects you. They just never get the thing they'd need in order to say yes.
Clinical data does not move a CFO. An ROI model does not move a clinician. The second section lays out what each stakeholder in your buying committee requires, so your team stops sending the right evidence to the wrong person.
This map is built for your product, your category, and the institutions you're actually selling into — not a generic buying-committee diagram.
Ten to fifteen pages, specific to your company, delivered as an asset your team keeps. Four analytical sections, then a clear statement of what executing it takes.
Your current evidence base — publications, pilots, case studies, performance data — set against what your buyer requires to say yes, with the gap named precisely rather than described in general terms.
Which proof each stakeholder in the buying committee needs, segmented by seat. The section that stops clinical data going to the CFO and ROI decks going to the clinician.
The ranked list of evidence to generate, with the how: which studies and analyses to run, what data to collect, publication versus white paper versus case study, realistic timelines and rough effort. Four specific things, in this order, this way.
How to wield it once you have it — how to sequence proof in the sales motion, which points to lead with for which buyer, and how to translate a Nature-caliber result into a CFO-legible ROI story.
I've published the clinical research, deployed the models in live hospital settings, and then carried that evidence into buying committees against installed competition. The buyer-requirements map and the commercial positioning sections are hard to produce without having done both sides.
A commercial operator and company builder with a technical foundation — bioengineering and AI by training, commercial leadership by trade. Nathan has built and deployed clinical AI in live hospital settings, published the research behind it, and sold it into health systems against installed competition.
We start with a working session and access to what you've already generated. You get the document, then a 60–90 minute readout where we walk it together and answer whatever it raises.
Turnaround. Three to five business days from the intake session to the delivered document.
The document ends by stating plainly what running the roadmap requires — the work, the sequence, and who has to own it. Some teams take it from there. For the ones who'd rather not, there are two ways I stay involved.
An ongoing retainer to build the evidence-generation program and the commercial motion around it — running the roadmap rather than handing it over. Typically the first three items on your list.
How I work with companies →Sometimes the evidence is adequate and the real problem is an incumbent nobody wants to rip out. That's a displacement sale, and it runs on a different arc — a focused three-week sprint across your live opportunities.
See the displacement sprint →A sentence or two on your product, your evidence so far, and where deals are getting stuck. I'll respond directly.
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