How I work
I help health tech companies turn promising products and early traction into a clearer path to growth.
Companies bring me in when they need to understand what’s slowing progress, make important commercial decisions, or give a cross-functional initiative clear ownership. I help define the problem, decide where to focus, and lead the work forward.
Understand what’s getting in the way
Clarify the value and the offer
“We’re seeing interest, but it isn’t turning into the adoption or growth we expected.”
I work with your team and talk with customers, users, partners, and prospects to understand where progress is breaking down. Together, we examine the assumptions behind your approach and identify what needs to change across the market focus, product, buying process, or implementation.
The result is a shared understanding of the problem and clear priorities for addressing it.
Areas of work: Customer and market discovery · commercial diagnosis · pilot and adoption analysis · market segmentation and competitive assessment
Selected work: Lyfe · Honor
“We have something valuable, but we’re not clear on who needs it most, or what will make them choose it.”
I help connect what your product can deliver with what buyers value and users need. That means making choices about whom to serve, which problems to prioritize, how to shape the offer, and how to explain its value.
I bring customer evidence into positioning, pricing, packaging, and product priorities so the team has a consistent basis for commercial decisions.
Areas of work: Positioning and value proposition · pricing and packaging · product strategy and roadmap priorities · messaging and health communication
Selected work: Kōkūn
Build a repeatable approach to growth
“We’ve had some early wins. We need a more consistent way to build on them.”
I help turn early learning into an approach your team can use across customers, partners, and markets. I shape and execute partnerships, develop go-to-market plans, and work across teams to strengthen the path from initial interest through implementation and expansion.
I take ownership of the work needed to put those plans into practice, with clear responsibilities and measures of progress.
Areas of work: Partnership strategy and execution · go-to-market planning · sales enablement · deal structuring and negotiation · cross-functional execution
Selected work: Linkwell · Exact Sciences · Helix
How we can work together
These areas often overlap. The engagement depends on the decisions ahead, the work involved, and the level of ownership you need.
Fractional commercial and strategy leadership
Ongoing senior leadership to set priorities, align teams, and drive commercial and cross-functional initiatives. I stay close to the work and help adapt the approach as we learn.
Typically 1–2 days per week, ongoing.
Commercial diagnosis and strategy sprint
A focused engagement to understand a commercial challenge, test assumptions, and define the highest-priority changes. A sprint can stand alone or provide the starting point for ongoing work.
Typically 4–10 weeks.
Interim leadership
Embedded leadership through a launch, transition, growth phase, or period before a permanent executive hire. I take responsibility for an agreed remit and lead the teams and initiatives needed to move it forward.
Typically 3–9 months, with the level of involvement agreed around the role.
Where I work
My focus is digital health, health AI, healthcare data, diagnostics, and technology-enabled care delivery.
I work with early-stage and growing companies, as well as established health IT organizations launching new offerings or navigating commercial change.
Let’s talk about what you’re working through
Tell me what you’re trying to move forward and where you could use help. We can work out the right starting point together.