HelioHealth is a mid-market healthcare software company that sells care coordination and patient engagement tools to regional hospital systems and large physician groups. The company has $180M in annual revenue, operates in 14 states, and is the #4 player in its category behind three larger incumbents. HelioHealth's newest product, Pulse360, is an analytics and workflow platform designed for hospital operations leaders, frontline care managers, and IT administrators. Early pilots show strong product value, but commercial traction has been inconsistent because buying decisions require support from executives, department heads, clinical users, and technical teams.
You are the Director of Growth Strategy. The CEO wants to know whether HelioHealth should invest in a formal cross-level relationship-led go-to-market model for Pulse360, rather than continuing with a traditional top-down enterprise sales approach. The core hypothesis is that building strong relationships at all organizational levels—executive sponsors, middle management, frontline users, and IT/security stakeholders—will improve win rates, shorten implementation delays, and increase expansion revenue. The decision matters now because HelioHealth must choose its FY2026 commercial model within the next 8 weeks and has budget for only one major GTM redesign.
| Metric | Current State | Notes |
|---|---|---|
| Pulse360 FY2025 pipeline | $42M | 60 target accounts in regional health systems |
| Average contract value (initial) | $420K ARR | Range: $180K-$900K |
| Win rate, executive-led sales only | 18% | Based on 34 late-stage deals |
| Win rate, multi-stakeholder pilot accounts | 31% | Based on 16 deals with clinical + IT + ops champions |
| Average implementation delay | 4.5 months | Mostly due to IT/security and workflow adoption issues |
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