Digital health companies combine a CRM, an EHR-adjacent intake system, a billing or claims platform, and a customer success tool that were not designed to communicate. Marketing reports one pipeline figure, sales reports another, and finance closes the quarter using a third. We create the revenue operations layer that reconciles all three – one funnel definition, one forecast, and one system everyone can actually trust.
The Challenge
Pipeline stages mean one thing in the CRM and something different in the sales team's mind
A health system deal marked 'proposal sent' in Salesforce might really be sitting in legal review, stuck on a security questionnaire, or dead and nobody updated the field. Digital health sales cycles run long and involve procurement, security, and clinical sign-off steps that generic CRM stage models were never built to track. When stage definitions do not match reality, forecasts are guesses dressed up as numbers, and the VP of Sales and the CFO walk into the board meeting with different stories.
Marketing, sales, and customer success each maintain a separate version of the funnel
Marketing counts a demo request as a lead. Sales counts a qualified call. Customer success tracks activation separately from either, often in a different tool entirely. In a digital health company selling into payers, provider groups, or self-insured employers, the handoffs between these teams already involve compliance review and champion turnover – a broken data handoff on top of that means deals get lost in the gap between systems, not lost to competitors.
Billing, claims, and subscription revenue sit in a system the go-to-market team rarely checks
Many digital health companies bill through a mix of PMPM contracts, per-encounter claims, and direct subscription revenue, often split across a billing platform and a claims clearinghouse that finance owns and sales never sees. Growth and marketing then optimize for booked deals while finance tracks realized revenue against a completely different set of numbers, so nobody can answer a basic question: which channel actually produces revenue that gets paid, not just revenue that gets signed.
Every new hire must be told verbally how the numbers really work
When pipeline definitions live in people's heads instead of the CRM, onboarding a new AE or a new RevOps hire means someone has to explain, informally, which stages are real and which reports to ignore. That tribal knowledge does not survive a departure, and in digital health – where sales and CS turnover is common as companies scale past their founding team – losing the one person who understood how the funnel actually worked is a recurring, expensive failure mode.
How We Support You
We begin by auditing what your systems actually report against what your team believes. We examine the CRM, billing or claims platform, marketing automation, and customer success tooling, then compare stage definitions, close rates, and revenue recognition with what sales and finance leaders describe during interviews.
From there, we create one funnel definition that all three teams – marketing, sales, and customer success – agree on and follow. That means defining what qualifies as a lead, what must be true at every CRM stage (signed BAA, security review passed, budget confirmed), and what initiates a handoff between teams.
Next, we integrate systems that were never built to exchange data. Usually, this involves CRM-to-billing reconciliation so closed-won deals connect to actual invoiced or claims revenue, plus marketing-to-CRM attribution so spending can be linked to pipeline that progresses beyond the first sales call.
We then rebuild the forecast model using the reconciled data. Rather than relying on a sales leader's gut-check figure, the forecast draws on stage-by-stage historical conversion rates specific to your sales cycle, weighted by deal size and account type. Judgment still plays a role in forecasting, but leadership gets a number grounded in what has closed historically instead of optimism.
Finally, we establish the reporting layer – dashboards used by marketing, sales, finance, and the executive team, ensuring board updates and pipeline reviews rely on the same underlying figures. Deliverables are designed for your team to maintain after the engagement, rather than requiring us indefinitely just to interpret a dashboard.
What sets this apart from a generic RevOps consultancy is that we build specifically for a digital health sales motion – including compliance gates, mixed billing models, and buying committees spanning clinical, IT, and finance stakeholders. A RevOps stack designed for a transactional SaaS funnel will consistently misrepresent your pipeline.
What we deliver
- Systems and data audit – a documented gap analysis between what the CRM, billing platform, and marketing automation report versus what actually happened in each deal
- Single funnel definition – agreed stage-by-stage criteria across marketing, sales, and customer success, built around your real sales process including compliance and procurement gates
- CRM-to-billing reconciliation – closed-won pipeline mapped to actual invoiced or claims revenue so bookings and realized revenue can be compared honestly
- Forecast model rebuilt on historical stage conversion rates specific to your deal sizes and account types
- Shared reporting layer – dashboards used by marketing, sales, finance, and leadership so every team reviews the same numbers
The costliest RevOps failure in digital health is not poor data – it is three accurate yet disconnected data sets, each defended by its team as correct. Resolving that costs less than another quarter of the board asking why the forecast missed yet again.
Our Methodology
We deliver RevOps engagements as a 90-day build across three phases. The first 30 days cover the audit: we gather data from every system connected to revenue, interview marketing, sales, and finance leaders separately to identify where their figures diverge, and document each specific gap. This phase concludes with a clear view of which numbers are trustworthy today and which are not.
Days 30 through 60 cover the build: we establish a single funnel model, reconcile CRM data with billing or claims data, and reconstruct the forecast logic using historical conversion rates. This is when the system is actually built, rather than merely diagnosed, and when we collaborate most closely with the people who manage each tool day to day.
Days 60 through 90 cover rollout and handoff: we introduce the shared reporting layer, train the teams using it, and run the new forecast alongside the previous one for a cycle, letting leadership compare the two before switching completely. Unlike a general operations consultancy, we design around the specific realities of digital health revenue – mixed billing models, compliance-led sales stages, and multi-stakeholder buying committees – instead of applying a SaaS RevOps template and hoping it works.
Our Working Process
The audit is the priority during the first 30 days. We require read access to the CRM, billing or claims platform, and marketing automation tool, along with time from sales, marketing, and finance leadership to learn how each team currently defines pipeline and revenue. You receive a written gap analysis detailing exactly where and why the systems conflict.
Days 30 through 60 center on the build. We develop the shared funnel definition, CRM-to-billing reconciliation, and updated forecast model. On your side, this requires a decision-maker authorized to approve changes to CRM stage definitions and the sales process, because a funnel model that sales does not consistently follow will fall out of sync again within a quarter.
Days 60 through 90 center on rollout. We release the shared dashboards, train teams on the updated definitions, and run the rebuilt forecast in parallel with the prior process, giving leadership a direct comparison before fully adopting the new numbers.
Our cadence includes a weekly working session with the person managing RevOps day to day (often a sales ops or marketing ops lead), plus a monthly cross-functional leadership review. Initial engagements generally last three to six months, with the first 90 days dedicated to building the system and the remaining time to making it a stable habit rather than a one-off project. Many clients retain us afterward in an advisory role as their sales motion or billing model changes.
- One funnel definition shared across marketing, sales, and customer success
- Forecast accuracy anchored to historical stage conversion rather than gut estimate
- Pipeline reconciled against actual invoiced or claims revenue
- Reporting that leadership, sales, and finance all pull from the same source
If your digital health company needs revenue operations leadership, we should talk.
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Frequently asked questions
What does a revenue operations engagement cost for a digital health company?
Pricing varies based on the number of systems requiring reconciliation (CRM, billing, claims, marketing automation, customer success) and the extent to which current funnel definitions have diverged. A business with two or three disconnected systems and a simple billing model represents a smaller scope than one managing mixed PMPM, claims, and subscription revenue on separate platforms.
How soon will we see results from a revenue operations engagement?
The systems and data audit conducted in the first 30 days typically identifies the specific gaps behind forecast misses right away, before any fixes are implemented. The rebuilt funnel definition and reconciled reporting are live by day 60.
How does the revenue operations team work with our current staff?
Rather than replacing the function, we partner directly with the person who currently manages sales ops, marketing ops, or finance reporting. We require decision-making access to sales and marketing leadership to revise stage definitions and processes, because a new funnel model succeeds only when the sales team actually follows it.
What distinguishes Winston Francois from a traditional revenue operations consultancy?
Most RevOps consultancies start with a SaaS funnel template and make minor adjustments. We design the funnel model around the real mechanics of digital health revenue – compliance and procurement gates throughout the sales cycle, mixed billing involving claims and subscription revenue, and buying committees spanning clinical, IT, and finance.
How is ROI measured for a revenue operations engagement?
We measure whether the new model's forecast aligns more closely with actual closed revenue than the previous process over at least one complete sales cycle. We also monitor whether marketing, sales, and finance present identical pipeline figures in board and leadership meetings, because the elimination of gaps between team-reported numbers is itself proof that the system works.
What kind of digital health company is best suited to this service?
This service is designed for digital health companies approximately in the 5M to 100M ARR range that have moved beyond their founding sales motion and now operate multiple systems – CRM, billing or claims, marketing automation, customer success – that have fallen out of sync. The timing is right if your most recent board forecast missed significantly, or if marketing and sales report different pipeline figures for the same period.
