Founder-led growth got you here.
Now you need a repeatable growth engine that scales without you.
I help Series A healthcare, digital health and medtech founders turn early traction into a repeatable commercial engine, aligning positioning, sales, marketing, customer insight and execution around what actually moves revenue.
The opportunity
You don't lack effort.
Almost nobody in your position does.
What's missing is a system that turns that effort into demand you can repeat, so the gains hold instead of sliding back.
Process + system = compounding demand
Right now much of the effort lives with the founders: the relationships, the story, and the judgment about which buyer to reach first. That's how great companies get to Series A. The next stage asks for a way of working the whole team can run, so a strong quarter becomes something you can repeat on purpose.
So the work isn't a campaign or a rebrand. It's turning what you already know into a process and a system, so growth compounds instead of starting over every quarter.
And the piece most often missing from that system is alignment. Product optimizes features, marketing optimizes awareness, sales optimizes quota, and leadership optimizes the number. Every one of them can be doing good work while the business loses speed, because nothing converges them on the same outcome.
So the first question I ask is not what are we launching or what campaign are we running. It is this: what buying behavior are we actually trying to change? Then we align on three things. Who the primary customer is. What economic outcome matters to them. What one value story the whole company can stand behind.
Misalignment costs speed. Clarity compounds success.
Where growth is waiting
Your next stage of growth may not start with more leads.
The opportunity usually sits further down the pipeline, where it's harder to see: demos that don't reach a second meeting, pilots that finish well but never become a contract, and health system deals that sit in procurement for a quarter because the economic value story wasn't unified and defensible enough to carry the decision.
Before funding more spend at the top of the funnel, it's worth finding out where the opportunities you've already created are waiting.
- Pipeline has stalled
- Positioning, not lead volume
- Sales keeps hearing “too expensive”
- Economic framing, not price
- A launch isn't converting
- Commercial readiness, not the campaign
- Everything moves slowly
- Ambiguity, not effort
- Strong awareness, weak conversion
- The buying experience, not the message
A number tells you where the pain is. It does not tell you why.
See where your biggest growth opportunity is, in about four minutesProof
What this looks like when it works.
- +789%Capital growth, Cantel ASC turnaround
- +43.2%Consumables growth, same twelve months
- $52MMFirst-year revenue, Hearty Slices launch
- 87%Of that volume incremental to the category
- $250MBusiness unit, promoted to lead after eight months
Cantel
The board worried we needed to cut price by 20%. The real problem was the value story.
Colonoscopy volume was moving out of hospitals and into ambulatory surgery centers, where the buyers were cash constrained and a premium product looked expensive. The recommendation on the table was a 20% price cut.
I looked at the customer's economics instead: nursing time, procedure throughput, total cost of ownership. Our equipment was already saving them more than the premium we charged. Nobody had measured it. We gave sales a financial and operational story alongside the clinical one, and product, sales and leadership finally had one version of the value.
“The disconnect was not our product, it was economic framing.”
Capital sales grew nearly eightfold and consumables 43% inside twelve months.
The framework
The Seven
Gears of Growth
Seven gears. One flywheel. Together, we unlock growth.
When one slips, the whole flywheel slows. After a Series A, six are usually serviceable. One holds more upside than you'd expect.
Explore each gear
The clearest growth lever is often the reason a buyer can defend choosing you. In healthcare, the real competitor is frequently not another company. It is doing nothing.
You can have a strong product and still be invisible at the moment a buyer starts looking. Growth depends on showing up in the places they already trust.
The first meeting often starts before anyone gets on a call. Your website has to help each stakeholder decide, quickly, whether you understand their world and are worth the next step.
Evidence only works if buyers can use it. The strongest proof is easy to understand, easy to share internally, and strong enough to reduce perceived risk.
Interest is not pipeline until it becomes a real conversation. Friction here is often a sign that the message, handoff, or follow-up is not doing enough work.
Complex sales rarely die because of one bad meeting. They stall when the economic case, internal alignment, or next decision is unclear.
The best growth engine gets stronger after the sale. A customer who renews, expands, and becomes a reference lowers the cost and friction of winning the next one.
- Your positioning
- How buyers find you
- Your website and their evaluation
- Your proof
- Lead to first meeting
- First meeting to contract
- Customer retention and expansion
The power of a flywheel is momentum. At first, it takes effort to get moving. But once the pieces work together, each win makes the next one easier: a successful customer becomes proof, proof shortens the next sales cycle, and growth begins to compound.
Right now, you may be creating that momentum yourself. The goal is to build a system that keeps it going without you.
Your positioning
The clearest growth lever is often the reason a buyer can defend choosing you. In healthcare, the real competitor is frequently not another company. It is doing nothing.
How buyers find you
You can have a strong product and still be invisible at the moment a buyer starts looking. Growth depends on showing up in the places they already trust.
Your website and their evaluation
The first meeting often starts before anyone gets on a call. Your website has to help each stakeholder decide, quickly, whether you understand their world and are worth the next step.
Your proof
Evidence only works if buyers can use it. The strongest proof is easy to understand, easy to share internally, and strong enough to reduce perceived risk.
Lead to first meeting
Interest is not pipeline until it becomes a real conversation. Friction here is often a sign that the message, handoff, or follow-up is not doing enough work.
First meeting to contract
Complex sales rarely die because of one bad meeting. They stall when the economic case, internal alignment, or next decision is unclear.
Customer retention and expansion
The best growth engine gets stronger after the sale. A customer who renews, expands, and becomes a reference lowers the cost and friction of winning the next one.
Who you work with
- Led ASC business turnaround at Cantel, +789.9% capital growth and +43.2% consumables growth in less than 12 months
- Promoted to lead a $250M ASC business unit just eight months into the medical device industry
- Six years of marketing at Mayo Clinic, including Vice President of Marketing and Product at Mayo Clinic Laboratories
- 20+ years driving demand across healthcare, medical device, digital health, and consumer packaged goods
- Classically trained in CPG marketing at PepsiCo, Sara Lee, and Kimberly-Clark, including the $52M launch of Hearty Slices
- Engineer at Harley-Davidson, leveraging people, process, and technology to drive growth
- Where I have worked
- Mayo ClinicCantel (now Steris)PepsiCoKimberly-ClarkSara LeeHarley-Davidson
- Education
- MBA, University of Chicago Booth School of BusinessB.S., Industrial Engineering, Marquette University
The breadth is the point.
I've worked across health system C-suites, physician-owned businesses, and consumer categories where the decision happens in seconds. That range taught me not to use one growth playbook for every buyer.
At Mayo Clinic Laboratories I ran marketing and product for a business whose customers were hospitals, health systems, and laboratories, so I know how institutional buying decisions actually get made, and how long they take.
In medical device I led a turnaround at Cantel and then a $250M business unit, selling to ambulatory surgery centers where every decision runs through surgeons, administrators, and finance at the same time.
In consumer packaged goods, at PepsiCo, Sara Lee, and Kimberly-Clark, I learned to build demand among customers who owed me nothing and could choose the store brand instead. Consumer health companies need both halves, and very few marketers have worked in both.
Engineer by training, marketer by career. Engineering taught me to see the whole system, consumer brands taught me how demand gets created, and healthcare taught me how layered decisions actually get made. More about me.
Engagements
Three ways to work together, depending on what you need most.
I tend to get called when growth has stalled and the team disagrees about why. Choose what fits today, and we'll adjust as you grow.
Growth Engine Diagnostic
The full version. Two to three weeks, all seven gears examined against your actual pipeline and numbers, and a clear read on which gear will move you forward fastest.
Growth Catalyst Intensive
Four weeks with the founders and leadership team, turning what the founders know about the buyer into a plan the company can run without them in every room.
Fractional CMO
Senior marketing leadership between Series A and a permanent hire, including defining, recruiting, and handing off to the right full-time CMO when the time comes.
I also work with healthcare investors assessing commercial readiness and growth risk. For investors
Talk
Twenty minutes to get clear on where to unlock your next growth phase.
A metric, a launch, a pricing issue, a pipeline problem. Bring me the thing that isn't moving the way it should, and twenty minutes is usually enough to find your biggest growth opportunity.
Book a 20-minute growth sessionBringThe growth problem that’s bothering you. A metric, a launch, a pricing issue, a pipeline problem.
ReceiveYour biggest growth opportunity, and the two or three moves I would make first.
No charge, and no pressure.