WHAT I BUILD

Growth Architecture

Design and build the commercial engine that turns your growth thesis into repeatable revenue.

For PE-backed healthcare platforms where the sales motion that got the company here can’t produce growth you can predict.

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What’s actually going on

The board is asking where growth is coming from and the honest answer involves a lot of qualifiers. The CRM is a graveyard. The forecast is whatever the head of sales feels that week. Revenue is growing but no one can attribute it. The pipeline depends on relationships one person manages and goes opaque when that person is in a meeting.

The growth plan assumed capabilities your platform doesn’t have yet. There are partnerships, channels, segments, and markets the thesis named, but no commercial machinery underneath them. Every win still depends on someone’s heroics. Nothing is repeatable, and the sponsor knows it.

How I help

I come in to build the commercial engine with your team. Market prioritization and ICP definition first, then the intake and qualification logic, then the pipeline design and reporting cadence the sponsor and board can read. The deliverable is the engine running inside the business, with the team trained to feed it and read it.

Depending on what’s underneath, the work spans market scoring, ICP definition, BD infrastructure with source tracking and conversion metrics, payer renegotiation and revenue capture from volume you already have, affiliation pathway design, and the commercial operating cadence that ties it all together.

I build inside the pipeline reviews and deal cycles you already run. The BD and commercial teams are in the room for it, so they own the engine when I leave.

How we’d actually work

Two to three days a week, embedded with your commercial leadership. Three to twelve months for the core build, longer if the build spans multiple pathways or geographies. Always with a scheduled end and a real handoff to your head of commercial, BD lead, and operations. Your team runs the cadence with me before I leave. The commercial cadence runs without me. I take two platforms at a time, which keeps me present in each engagement.

I don’t show up with a pre-built scope. Before I build anything, I talk to the BD and commercial leaders, sit in pipeline reviews, and look at what’s happening in the CRM, then come back with a scoped recommendation: what to build, in what order, with what investment, and whether I’m the right person to do it. If I’m not, I’ll tell you and point you somewhere useful.