About Pathova
Why Pathova Exists
We spent 30 years on the vendor side — selling complex medical technology into health systems, navigating buying committees, working through procurement cycles that ran 12 to 24 months, and learning through direct experience what actually moves a deal through a hospital organization.
That experience taught us one thing with unusual clarity: the companies that struggle commercially aren't struggling because their product doesn't work. They're struggling because the knowledge required to sell into hospital procurement — how to structure a business case for a CFO, how to map a VAC committee before walking into the room, how to convert a successful pilot into a signed contract — is almost never systematically built. It lives in one person's head. It doesn't transfer. And the moment that person isn't in the room, the deal stalls.
We built Pathova to solve that specific problem.
Our Story
The Pattern We Kept Seeing
There's a moment that happens at almost every post-clearance MedTech company we've encountered. Pilots are running. Investors are pushing for traction. The founder is closing deals personally, but can't scale. So the company hires a sales leader, usually an experienced one, usually at significant cost.
The hire is good. The problem is what they walk into.
The only person who truly knows how to sell this product is the founder. The new hire learns through osmosis — fragments of context, without background, without a playbook, without a structured understanding of which hospitals fit and why, or how to navigate the specific procurement dynamics of this product in this market. The habits they rely on are from their last company, which had SDRs, marketing support, and commercial infrastructure that doesn't exist here.
A year later: the founder is still in every deal. The hire is frustrated and underperforming. Pilots are stalling. Capital has been spent. The company is no closer to repeatable revenue than the day the offer letter was signed.
The insight we kept arriving at was the same: the problem was never the hire. It was the missing infrastructure.
What We Tried First — And Why It Wasn't Enough
The obvious answer was consulting. Playbooks. ICP frameworks. Strategy decks. We delivered them. The work was rigorous. The thinking was sound.
Nobody used them.
Not because the content was wrong — but because static documents don't survive contact with a real deal. No rep opens a 47-page PDF before a CFO call. No distributor navigates a VAC committee by referencing a framework they reviewed three months ago. People need answers to specific questions, about this deal, this stakeholder, this hospital, right now.
That gap between good consulting and actual execution is where commercial momentum dies. We'd watched it happen too many times to keep delivering the same solution.
So we built something different.
What Pathova Actually Builds
We capture everything an organization knows about selling its product — the ICP logic, the stakeholder dynamics, the evidence that moves committees, the positioning that resonates with specific buyer roles — and structure it into an AI-powered system that applies that knowledge to every active deal, in real time, in plain language.
The consulting is still the foundation. We work alongside our clients to build the ICP frameworks, stakeholder maps, evidence packages, and ROI models that form the commercial infrastructure. That's the work that requires 30 years of experience to do well — knowing which questions to ask, which assumptions to challenge, which gaps will kill a deal six months from now.
The system is what makes that infrastructure usable. Instead of a playbook that collects dust, your team has something they can talk to. Ask what a CFO at a regional health system needs to see to approve a capital purchase. Ask who controls the VAC process at a specific account. Ask what evidence package your champion needs to mobilize the buying committee. The system draws on everything the organization has built and learned — and gets more precise with every deal.
That's the difference between consulting that informs and infrastructure that executes.
What We Believe
Commercial failure in MedTech is almost always an infrastructure problem, not a talent problem. The knowledge exists somewhere in the organization. The clinical evidence exists. The product works. What's missing is the system that makes that knowledge available to the right person at the right moment — consistently, repeatably, without the founder in the room.
That's the only problem we work on. Not B2B sales broadly. Not SaaS growth. Not pharma. The specific, documented challenge of building commercial infrastructure for companies selling regulated medical technology into institutional healthcare buyers.
If that's the problem you're facing, we'd like to talk.
Meet our Founders
Aviv has spent his career selling complex products into hospitals, health systems, and clinical networks. Before Pathova, he spent years navigating the exact challenges our clients face, multi-stakeholder procurement, value analysis committees, and the long road from pilot to paid contract. That experience is what the Pathova Operating System is built on: not theory, but pattern recognition from hundreds of real conversations with the people who actually sign off on purchases.
Chris started at Salesforce before being recruited to join Dialogue, one of Canada's first healthcare unicorns, as a founding AE, specifically for his experience in regulated industries. He went on to serve as VP of Sales for MedTech startups, giving him firsthand exposure to the exact scaling challenges Pathova's clients face. At Pathova, he leads operations and commercialization strategy, turning what works in the field into repeatable systems. If Aviv builds the playbook, Chris makes sure it actually runs.