Healthcare B2B SaaS / Strategic GTM transformation
Positioned CERTIFY Health as an independent healthcare SaaS proposition, defined high-value specialty ICPs and buying committees, and led GTM priorities designed to convert product interest into sales-qualified opportunities and enterprise evaluations. The commercial figures below describe the broader Sales + Payments CRM portfolio, while the marketing remit covered the buyer journey, acquisition strategy, account programs and commercial enablement.
$4.07M
Closed-won CRM deal value
2025 · 16 recorded deals · Sales + Payments portfolio
$10.23M
CRM deals created
2026 to Oct 24 · 172 created records · cross-product Sales + Payments
$854K
Cross-campaign CRM attribution
2026 through Oct 24 · HubSpot linear attribution model; not cash or ARR
+175.3%
Healthcare site sessions
2025 vs. 2024 · GA4; supporting acquisition evidence
The underlying problem
The wider company portfolio contained overlapping propositions and entry points. That made independent product identity, channel ownership and buying journeys harder to establish.
The healthcare platform itself stretched across scheduling, digital intake, self-service check-in, insurance capture, patient communication and payments. The problem wasn't the absence of capabilities; it was helping each type of buyer understand why those capabilities belonged together.
My response was to work on the market architecture first: define the category, distinguish the product, identify the most relevant specialty cohorts, translate workflows into business consequences and connect acquisition to sales conversations.
The decisions and the operating work
Positioning / Brand architecture
The patient-facing platform was competing for clarity inside a broader group of adjacent security, identity, workflow and payment products. I worked on making the healthcare solution legible as its own buying decision: who it serves, what it replaces, and how its modules connect.
An independent positioning hierarchy built around patient access, front-office operations and connected practice workflows.
ICP / Category GTM
A dental service organization buying for hundreds of locations has different priorities from a small ophthalmology group. I directed a progression from wide category visibility to specialty- and account-oriented journeys with clearly defined operational problems.
Dental/DSO, ambulatory, dermatology, ophthalmology, urgent care, imaging, behavioral health and other specialty narratives.
Executive buying journeys
Practice operators evaluate throughput and staff capacity. Technology leaders need interoperable systems, data handling and implementation confidence. Finance leaders evaluate collection and operating economics. Content, site architecture and sales materials were shaped around these different decisions.
Role-aware educational content and product narratives across operations, technology, finance and executive personas.
Demand / Partnerships / PR
The work spanned search, advertising, lifecycle communication, partner visibility, earned media, events and account intelligence. The strategic aim was to make each touch help an account understand the category and move to a meaningful evaluation—not simply deliver more impressions.
A coordinated multi-channel motion with clearer ICP segmentation and better context for downstream sales engagement.
Leadership / Marketing operations
I coordinated cross-functional execution across SEO, content, social, email and digital operations, using recurring prioritization, research and reviews to connect strategic intent to deployable work.
A multidisciplinary marketing operation organized around audience, products and funnel priorities.
Measurement / Commercial alignment
I brought market signals, acquisition performance, buyer behavior and sales feedback into recurring reviews, so targeting and campaign priorities could evolve with the opportunities moving through the funnel.
A tighter connection between market activity, buyer interest, sales conversations and the next marketing decision.
Demand and buyer evaluation
The objective was market penetration and sales-qualified account development. I led healthcare product/category positioning and specialty-based ICP strategy, aligned ABM, search, PR and trade events with COO, CIO, operations and RCM buyers, and built sales enablement to progress practices from initial enquiry toward enterprise evaluation.
Channel and resource allocation sat within annual marketing budget contexts of $70K in 2025 and $100K in 2026. These were planning/management envelopes, distinct from committed spend and customer revenue.
01 / Discoverability
Differentiate the offering in a crowded patient-experience category, increase relevant visibility and guide prospective buyers to the right specialty workflows.
02 / Demand & qualification
Connect search, educational articles, persona-specific guides, partner visibility, PR and campaigns to inquiries and accounts that warranted a sales conversation.
03 / Commercial contribution
Equip sales with the positioning, buyer context and differentiated solution narrative needed to progress healthcare organizations through evaluation and toward new business.
Commercial contribution
Stronger market visibility, more relevant buyer engagement, marketing-influenced sales opportunities and a clearer path from discovery to customer acquisition.
The objective was consistent: help the right healthcare organizations find the platform, understand its value and move from initial interest to a serious commercial evaluation.
Measured market reach
+175.3%
Full-year website sessions, 2025 versus 2024
102,210 sessions versus 37,129, measured in GA4.
+92.3%
January–September sessions, 2026 year over year
129,480 sessions versus 67,321 in the same months of 2025.
The mix mattered: direct, paid search and email grew while organic search weakened in 2026. The next operating priority was therefore qualification, source integrity and account-level sales progression—not assuming all site growth was organic or closed revenue.
The larger business outcome
I brought together independent product positioning, specialty-specific targeting, executive buyer education, demand generation and sales enablement around a single goal: acquiring new healthcare customers.
The shift changed what marketing was built to do—from increasing general visibility to building relevant demand, strengthening the buying conversation and supporting the enterprise pipeline.
Good GTM work doesn't end when a campaign launches. It evolves with the market, the buyers and the decisions the commercial team needs to make.
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