Company Context

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.

Strategic Situation

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.

Data Points

Additional facts:

• Existing sales team: 10 enterprise AEs, 4 solution consultants, 2 customer success leads
• Proposed investment: $2.8M over 12 months for stakeholder mapping, customer success, clinical advisory support, and account-based marketing
• FY2026 target: $20M in new Pulse360 ARR and gross retention above 92%
• Two larger competitors have recently launched bundled offerings with aggressive pricing discounts of 10-15%

Deliverables

1. Assess whether a relationship-led, multi-level GTM model is strategically attractive versus the current executive-led sales motion.
2. Size the revenue upside and estimate whether the proposed $2.8M investment is justified.
3. Analyze how cross-level relationship building could create competitive advantage against larger incumbents.
4. Recommend a go-to-market approach, including target accounts, stakeholder strategy, and resource allocation.
5. Outline how HelioHealth should measure success over the next 12 months.

Constraints

• Decision must be made within 8 weeks for FY2026 planning.
• Budget is capped at $2.8M incremental spend.
• Sales leadership resists adding process complexity that could slow near-term bookings.
• Product team can support only limited customization; the GTM model must work largely with the current product.