The US healthcare market is the largest in the world — $3.56 trillion, more than 900,000 businesses, dozens of distinct segments with their own rules, relationships, and gatekeepers. Gaining a foothold takes more than a good product.
Most organizations that find their way to this market arrive with something genuinely valuable. But the challenge isn't in the product development. It's that such a dense market with concentrated pockets of influence doesn't make it easy to be heard by the right people, in the right way. The distance between a promising product and a scalable, sustainable business is where many get stuck.
And those are the problems we can solve together.
"In a career that has taken me from P&G to some of the largest healthcare organizations in the country, I've worked alongside a lot of smart people. Philip is among the most strategic thinkers I've encountered — someone who sees the full picture and knows how to move it forward."
The numbers are worth sitting with. Eight in ten healthcare startups fail — and the most common reason isn't a product that didn't work. It's a market that never understood it well enough to embrace it. Positioning, reach, communications — the work of actually creating a market — turns out to be as consequential as anything that happens in the boardroom or the drawing board.
Building a market is a discipline.Most treat it as an afterthought.
The work always starts in the same place — a clear understanding of what you stand for, who you need to reach, and what it will take to reach them.
Investment decisions at the enterprise level are rarely made by crowds. They're made by specific people, in specific roles, at specific organizations. Knowing who those people are, how they think, and how to reach them authentically is as important as anything else you build.
What that produces is strategy you can act on and materials you can use.
Knowing the market is one thing.Knowing how the organization on the other side actually makes decisions is something else.
"Philip moves effortlessly across functions, teams, and organizational dynamics. He brings people along with him rather than working around them, which is why the work he leads tends to actually stick."
Let's talk about
what you're building.
Prefer email? Philip@withSpinoza.com · LinkedIn