Accelerating Enterprise Sales for a Health Tech Firm
Built and ran an embedded sales function that increased qualified pipeline and closed enterprise deals for a growing health tech company.
The engagement.
Health Tech Startup (Confidential)
Sales Consulting
6 months
The client had strong product-market fit but lacked the sales infrastructure to convert enterprise prospects. Their founding team was technical and needed experienced sales execution without building a full in-house team.
A Sales Consulting team was deployed, led by a Director acting as fractional CRO. Target account lists, outreach sequences, demo frameworks, and negotiation playbooks were built. Senior Consultants closed complex deals while Consultants generated outbound pipeline.
What was delivered.
Built qualified enterprise pipeline from zero to active opportunities
Closed first two six-figure enterprise contracts
Documented repeatable sales process for client handoff
Trained client team on enterprise sales motion
$2.4M
Pipeline generated$840K
Deals closed40% shorter
Sales cycleThe engagement in detail.
The starting point
The client had built a health tech platform that hospitals and clinics were interested in, but the founding team was technical. They could build the product. They could demo the product. They could not run a structured enterprise sales motion. Pipeline was sporadic. Deals stalled at the negotiation stage. There was no repeatable process. The client needed sales execution without the cost and risk of building a full in-house sales team.
The deployment
A Sales Consulting team was deployed, led by a Director acting as fractional Chief Revenue Officer. The Director owned the sales strategy: target account definition, outreach sequences, demo frameworks, and negotiation playbooks. Senior Sales Consultants embedded as Account Executives, running demos and closing deals. Sales Consultants embedded as SDRs, generating outbound pipeline. The team used the client CRM, followed the client sales process, and reported to the client leadership.
The pipeline
The first phase was pipeline generation. The SDR team built target account lists based on the client ICP: mid-size hospital systems with specific technology stacks. Outreach sequences were designed for multi-threaded engagement: reaching the CIO, the IT director, and the department head simultaneously. The sequences were tested, measured, and refined. Within the first month, qualified meetings were being booked consistently.
The close
The second phase was deal closing. The AE team ran structured demos tailored to each stakeholder. The CIO saw the technical architecture. The IT director saw the integration story. The department head saw the operational impact. Negotiation playbooks were built for common objections: security, compliance, integration timeline, and pricing. The first enterprise contract was closed in month three. The second in month five. Both were six-figure annual contracts.
The handoff
The engagement ended with a documented sales process and a trained client team. Every playbook, every sequence, every objection handler was documented. The client team shadowed the final two deals end-to-end. The standard did not move with conditions.