You Don't Have a Sales Problem. You Have a Hospital Procurement Problem.
Generic sales consultants can't help you here. Hospital procurement is a different discipline — VAC committees, reimbursement constraints, multi-stakeholder buying cycles that run 12 to 24 months, and finance committees that need to see economic justification before clinical merit even enters the conversation.
We've spent 30 years navigating exactly this. Pathova GTM builds the commercial infrastructure that takes post-clearance MedTech companies from stalled pilots to systematic, repeatable revenue.
THE PROBLEM
The Four Conversations We Have With Every New Client
Before we scope a single deliverable, our clients describe the same four situations — in almost identical language.
"We keep getting stuck after the pilot." The clinical results are there. The champion is enthusiastic. But the deal doesn't move. No one has built the economic case that finance needs to see, and no one has mapped who actually controls the approval decision.
"We don't know who the real decision maker is." Your clinical champion isn't the buyer. The CFO isn't either. Somewhere in the organization — procurement, value analysis, a committee that meets quarterly — someone has the authority to approve or kill this deal. Most teams find out who that is too late.
"Our clinical data isn't translating into a business case." You have outcomes data. What you don't have is a model that converts those outcomes into CFO-ready language — cost per case, breakeven timeline, budget justification that survives a finance committee review. Clinical evidence and commercial evidence are not the same document.
"The founder is in every deal and we can't scale." The knowledge that closes deals lives in one person's head. Every new rep starts from scratch. Every new hospital requires the founder in the room. That's not a sales team — it's a bottleneck with a quota.
These aren't symptoms of a weak product. They're symptoms of commercial infrastructure that hasn't been built yet.
WHAT WE DO
We Build the Infrastructure. Your Team Uses It Every Day.
Pathova GTM works with post-clearance companies in digital health, diagnostics, remote patient monitoring, and surgical technology to build the commercial systems that move deals through hospital procurement — systematically, repeatably, and without the founder in every conversation.
This is not a strategy engagement. We don't deliver frameworks and leave. Every engagement produces structured, usable infrastructure: ICP qualification criteria, stakeholder maps, VAC-ready evidence packages, ROI models built to withstand finance scrutiny, and sales playbooks your team can execute without six months of osmosis.
That infrastructure is then structured into a proprietary AI system trained on your specific product, market, and commercial context — so the knowledge that closes deals stops living in one person's head and starts being available to every member of your team, on every deal, in real time.
HOW WE WORK
Phase 1: ICP Clarity
Commercial traction starts with an honest answer to a question most companies avoid: which hospitals are actually going to buy, and why? Not just clinically — institutionally and economically. Which segments have budget authority? Which reimbursement models create urgency? Which decision-makers can move a deal past procurement?
We build qualification frameworks that answer these questions with specificity, then structure them so your team applies them consistently — not based on instinct, but based on defined criteria that have been pressure-tested against how your specific buyers actually make decisions.
Phase 2: Proof and Conversion
Every conversation, evaluation, and pilot needs to be engineered to move forward — not drift into the status quo.
We build the evidence infrastructure that makes that possible: clinical-to-economic translation, stakeholder-specific value propositions, objection responses grounded in real procurement dynamics, and ROI models structured for VAC and finance committee review. Pilots are designed from the start with economic conversion built into the outcome criteria — so the path from pilot to paid contract is defined before the evaluation begins, not negotiated after it ends.
Phase 3: Pipeline and Scale
Individual wins mean nothing if the knowledge that produced them can't be replicated.
We codify what works — the targeting logic, the evidence that moved committees, the messaging that resonated with specific stakeholder roles — into systems your team executes consistently. New reps onboard against documented playbooks, not tribal knowledge. The founder stops being a prerequisite for deal advancement. Investors see commercial infrastructure, not founder-dependent traction.
THE SYSTEM
Why Our Clients' Teams Execute Differently After Working With Us
The persistent failure mode of consulting engagements is that the knowledge stays with the consultant. Playbooks age on shared drives. Frameworks don't survive contact with a real deal. The team reverts to what they already knew.
We've built around that problem directly. The commercial infrastructure we build with clients is structured into an AI system trained on their specific product, market, and customer context. The ICP logic, stakeholder maps, evidence packages, and ROI models aren't static documents — they're applied by specialized agents to every active opportunity, in real time, in plain language.
A rep preparing for a call with a CFO at a regional health system asks the system what they need. They get stakeholder-specific positioning, relevant evidence, and a recommended path forward — drawn from everything the organization has learned, not from memory or a 47-page PDF.
When practitioners see it working for the first time, the reaction is consistent. Here's one, unedited:
"This is stringing together pieces and addressing problems that I've literally had calls about this week. Not even make a bad rep great — make a new one good. As a first draft? Oh my goodness. This is impressive."
WHY PATHOVA
What Makes This Different From Every Other Sales Consultancy You've Talked To
We only work in healthcare procurement. Not B2B broadly. Not SaaS. Not pharma. The specific mechanics of selling medical technology into hospital systems — VAC navigation, reimbursement dynamics, multi-stakeholder buying committees, pilot-to-contract conversion. That's the only problem we solve.
30 years of operators, not theorists. We've closed enterprise deals with 12 to 24 month cycles into healthcare organizations. We've had deals stall at procurement and figured out how to move them. The frameworks we build come from what actually worked — not from studying what should.
You own everything we build. Fixed-scope engagements with defined deliverables, timelines, and success criteria. No open-ended retainers. No dependency on us to execute. When the engagement ends, the infrastructure stays with you — and keeps working.
Infrastructure that compounds. Every deal your team runs makes the system smarter. Conversion patterns surface. Playbooks refine. The knowledge your organization accumulates doesn't evaporate between deals — it builds.
WHO WE WORK WITH
You're a strong fit for Pathova GTM if you are post-clearance with clinical validation, selling into hospitals, health systems, or IDNs, running sales cycles of 6 to 24 months with unpredictable conversion, seeing clinical outcomes that aren't translating to contract signatures, dependent on your founder to advance or close deals, or needing credible commercial traction ahead of a funding round.
We work with companies in digital health, diagnostics, remote patient monitoring, and surgical technology. If your category isn't listed and you're selling regulated medical technology into institutional healthcare buyers, reach out — the procurement dynamics are usually the same.