An independent physician network platform
Business Development System Build
Commercial infrastructure built from zero and validated through a three-market pilot. The network grew from 97 to 170 providers during the engagement.
The situation
The platform had committed capital, a partnership providing contracting leverage, and a network participation framework with a three-tier affiliation model. What it did not have was the commercial infrastructure to put any of it in motion. Network growth had relied on ad hoc outreach and word of mouth. The absence of a repeatable BD system limited the ability to engage independent practices at scale. A capability assessment across five BD domains showed all five at the lowest maturity level.
What I built
Targeting: consolidated fragmented lists into a single source of truth with standardized fields, built tiering framework by payer attribution, panel size, and readiness indicators; data hygiene flagged nearly half of existing contacts as invalid
Messaging: rebuilt value proposition around six concrete physician revenue streams (rate enhancement, per-member bonuses, visit-based incentives, quality bonuses, shared savings, support subsidies); built full collateral stack including email templates, role-specific call scripts, provider one-pager, and economic impact calculator
Engaging: designed multi-touch cadence with up to eight touches over twenty days across email and phone, with defined objectives at each touchpoint and cross-functional handoff protocols
Tracking: configured CRM with pipeline stages (Targeting, Qualifying, Offer, Contracting), entry and exit criteria, cohort labeling, and performance dashboards
Managing: defined cross-functional responsibilities across BD, marketing, and practice transformation; established weekly BD syncs with standardized agenda; drafted a comprehensive BD operating manual for reference and future hire training
The pilot
Launched across three markets targeting ~100 practices with ~600 outreach touches (~430 emails, ~195 calls). Designed to stress-test every domain against live conditions and surface what would break at scale, not to maximize short-term conversions.
Validated: CRM backbone, multi-touch cadence framework, layered outreach (post-call follow-up emails at ~20% open rate versus ~12% for cold sends; final-reminder emails at ~30% opens), phone as data enrichment and warming channel (~45% connect rate)
Ruled out: cold email blasts alone (near-zero response), social proof and urgency messaging with practices unfamiliar with value-based care (~5% opens), standalone voicemails (zero callbacks), direct physician outreach as entry point (gatekeepers consistently blocked access)
Prevented: scaling on dirty data (nearly half of contacts invalid), over-calling fatigue (receptionist annoyance after three attempts established cadence limits), over-reliance on cold tactics the pilot proved ineffective
The result
The network grew from 97 to 170 providers during the engagement, about 75% growth
All five BD domains moved from the lowest maturity baseline to operational maturity
The pilot validated the infrastructure and produced calibrated benchmarks for statewide rollout
A refined BD operating manual carried validated targeting criteria, calibrated messaging, tested cadence design, CRM configuration, and governance structure
A market-by-market expansion roadmap set prioritization and resource requirements
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