Selling to hospitals is hard. Building the commercial engine doesn't have to be.
Whether you are a startup chasing your first hospital contracts, an early-stage company stuck between traction and scale, or a mature business that has plateaued in a new market — the constraint is rarely the product. It is the commercial engine: the senior gravitas, the buyer access, the messaging, and the sales discipline to win in a market where every purchase is personal, slow, and approved by a committee of C-suite executives.
Building that engine from scratch takes years and a payroll most companies shouldn't carry. Pivot embeds it in weeks — at a fraction of the cost.
hospital logos
scalable process
new market entry
Core Services to Drive Growth
- Real buyers. A hand-selected panel of hospital C-suite executives evaluates your product, positioning, and go-to-market in a half- or full-day working session.
- Honest answers. Live stress-test of your value proposition, pricing, competitive positioning, and sales motion — before you invest in conferences or hires.
- Actionable report. Strategic Insight & Recommendations covering market risks, ICP validation, pricing signals, and prioritized next steps.
- Define the architecture. Map your ICP, buying committee, and market entry sequence — targeting the accounts most likely to close first.
- Engineer the message. Distinct value propositions for every C-suite stakeholder — CFO hears ROI, CNO hears workforce relief, CIO hears AI deployment.
- Blueprint and build. Named target account list, 90-day roadmap, CRM build, and a pilot-to-paid conversion playbook.
- Embedded leadership. A fractional growth officer joins your team 1–3 days per week — board meetings, investor calls, and customer conversations included.
- Full ownership. Accountable for pipeline, messaging, sales process, and revenue outcomes — not a sideline advisor.
- Bench-backed. Health system CEOs, CFOs, CNOs, CIOs, and CHROs deployed surgically into your deals.
The Fractional Math: Why This Beats Hiring a Full Team
A traditional healthcare commercial build requires a VP of Sales or CRO, a marketing leader, a sales rep, recruiting fees, tools, and ramp time — a fully-loaded year-one investment of $900K to over $1.1M with four to six months to staff and a high failure rate on the first hire. Mature companies face an additional risk: a leader who knows the legacy market often cannot break open a new buyer segment or reposition for an AI-era category.
A Pivot fractional team delivers more senior horsepower at roughly 20–25% of that cost — variable rather than fixed, active in week one, and backed by a bench of health system executives that no single hire could replicate at any salary. When you are ready to hire in-house, we define the role, source candidates, and transfer the engine — so you never lose momentum.
at the table from day one
of a full in-house team
Buy-Side Insight. Sell-Side Execution.
Pivot's Fractional Growth Team each bring decades of hands-on healthcare leadership and commercialization experience across providers, payers, and digital health — executives who have built commercial engines, navigated C-suite buying committees, and closed health system deals themselves. Behind every engagement stands Pivot's senior advisory bench of health system CEOs, CFOs, CNOs, CIOs, and CHROs — the exact buyer titles you are selling to. We are not cold-calling strangers on LinkedIn. We are convening peers. That is the difference between polite feedback and the unfiltered, executive-level truth that wins deals.
Tony brings more than 30 years of healthcare commercialization and growth leadership to every engagement. He spent nearly two decades on the executive team of the American Hospital Association — including as President & CEO of AHA Solutions, the strategic liaison to more than 300 industry partner companies — before serving as SVP of Health System Partnerships at Teladoc Health. He has led Fractional CGO engagements for more than 15 healthcare companies and personally understands both sides of the table: what health systems need to say yes, and what growth-stage companies need to hear.
"I don't sit on the sidelines. As a fractional executive, I step in as part of your leadership team — owning growth, building or presenting to the board, engaging investors, and representing your company in the market with the same commitment and accountability as a full-time executive." — Tony Burke, Founder & CEO
Questions CEOs and Growth Leaders Ask Us
Four Reasons Healthcare Companies Choose the Fractional Model
The growth officer walking into your buyer meeting brings decades of healthcare leadership — not years of ramp. Hospitals and health systems buy from people who have sat in their chair. That credibility transfers to your brand immediately.
You pay for outcomes and senior time — not benefits, equity dilution, ramp costs, or the expense of a wrong hire. A fractional engagement scales with your stage: activate more support when you need it, reduce it when you don't.
One VP cannot be expert in CFO economics, CNO operations, CIO architecture, and AI strategy simultaneously. Pivot's bench is — and is deployed surgically into your specific initiatives.
Phased commitments, equity options, and month-to-month flexibility after an initial term. We optimize for your traction milestones and exit timeline — not our retainer length. When you hire in-house, we hand off the engine.
Start with a no-obligation conversation. We will tell you honestly whether Pivot is the right partner for your stage — and which service is the right entry point.