Commercial infrastructure
Can this platform say where last quarter's growth came from, and repeat it?
Structure
Fixed scope per build
Delivery
Embedded
Output
Attributable, repeatable volume
Any one of the four can be the whole build, once the diagnostic has sized it.
What's actually going on
Growth happened. Ask where it came from and the answer is a name rather than a system: the relationships one person remembers, the referrers another has been meaning to call back, a market someone had a feeling about.
That is survivable while the platform is small, and it stops being survivable the moment the sponsor asks for a forecast. Volume that cannot be attributed cannot be repeated, and volume that cannot be repeated cannot be underwritten.
The pipeline lives in one system, the schedule in another, and the financial view in a third. What the platform needs is one commercial record, a pipeline discipline that runs on it, and an organization built to work both.
What gets found, built and proven
01
Find it
What the assessment finds
Commercial Baseline Register
Every referring source with its volume, twelve-month trend, owner and date of last contact. Every practice the platform could acquire, with its size, specialty and ownership.
Referral Gap Analysis
Reachable volume by market and specialty, ranked against what the platform captures today.
Commercial Data Audit
Which system holds which record, what reconciles to the EMR and the financials, and where the joins do not exist.
Conversion Analysis
Where referrals and practice prospects stop, by stage, by source, and by market.
Board-ready growth readout
Where volume comes from today, what is reachable, and the sequence to capture it.
02
Build it
What gets installed
Commercial data architecture
What counts as a source, a prospect, and a referral. Who owns each record, and how it reconciles to the EMR and the financial system.
Referral development SOP
How a source is identified, worked, and escalated, with turnaround standards on acknowledge, schedule, and report back.
Pipeline register
Every referring practice and every prospect in one record, each with a stage, an owner, and written criteria for moving between stages.
Commercial organization design
Roles, territories, incentives, and written role specifications. Your team staffs it.
The decision forum
A standing cadence with a written recommendation per decision, named decision rights, and an action register.
03
Prove it
What the ledger shows
The benefit ledger
Volume attributed to source, conversion against baseline, and the contribution that volume carried, reconciled to the close and co-signed with the CFO.
The exit record
Where volume came from, period by period, traceable to the system that produced it.
When this tends to be the right call
At close
The commercial data layer is a decade of customizations on a CRM whose data model no longer holds.
The deal model assumed volume growth and nobody can say where today's volume comes from.
Early hold
The pipeline is a spreadsheet one person rebuilds monthly, and no two people agree what a stage means.
The platform opened a site in a new market and nobody wrote down how.
Mid-hold
The platform bought the CRM, built the dashboard, and the commercial team still misses plan.
Commercial decisions get made in the hallway, and no forum has the decision rights to settle them.
Where does your volume actually come from?
Start with a short diagnostic on this area. It sizes the gap before anything gets built.
Start a Conversation
© 2026 Martel Health