Digital health companies often need to win over a consumer, sell to an employer or payer, and satisfy a health system simultaneously, with reimbursement strategy woven into every one of those choices. Most GTM frameworks assume one buyer and one motion. We build the plan for the more complex reality you actually face.
The Challenge
Your consumer and B2B2C motions are structurally distinct businesses, and using one GTM plan for both waters down the strategy
Winning a self-pay consumer requires fast iteration, strong creative, and a short decision cycle. Winning an employer, payer, or health system requires a slow, relationship-driven sale with a multi-stakeholder buying committee and a completely different sales motion. A single GTM plan trying to serve both ends up under-resourcing whichever motion is less familiar to the team that built the plan, usually the enterprise side.
Reimbursement strategy is a go-to-market choice, not a financial afterthought, yet most GTM plans treat it as somebody else's responsibility
Whether your product is covered by insurance, billed direct to employers, or sold self-pay fundamentally changes your entire funnel, pricing, and channel strategy – but reimbursement and billing strategy often gets built separately by a finance or clinical team without direct input into the GTM plan, and the two end up misaligned. A product priced and positioned before reimbursement strategy is settled frequently has to be repositioned later at real cost.
You are sequencing channel investment around which team speaks loudest, rather than which motion truly generates the most durable growth
Without an explicit GTM strategy connecting channel investment to company stage and product readiness, budget tends to flow to whichever internal team makes the strongest case in a planning meeting, rather than to the channel with the best actual return given where the company is right now. Early-stage companies frequently over-invest in slow enterprise sales motions before they have product-market fit signal from a faster consumer channel, or vice versa.
Your positioning must work at once for a patient, clinician, benefits administrator, and health system procurement officer, yet most GTM plans only get one of them right
A coherent go-to-market strategy has to define how the same core product story adapts for radically different audiences without fragmenting into inconsistent, disconnected messaging. Most GTM plans are built by a team most familiar with one audience – usually either the consumer or the enterprise side – and the other audience's positioning ends up thin, generic, or missing entirely.
How We Can Help
We begin with a clear-eyed evaluation of which go-to-market motions your company is currently running or should pursue – consumer, employer/payer, health system – and honestly size each against your present stage, product readiness, and team capabilities, rather than assuming all three automatically merit equal investment.
We then integrate reimbursement and billing strategy directly into the GTM plan instead of handling it as a separate finance workstream, because whether your product is covered, billed to employers, or self-pay shapes pricing, funnel design, and channel priorities from the outset, and correcting the wrong sequence later is costly.
We sequence channel investment based on a candid assessment of what will truly create durable growth at your current stage – which could mean intentionally under-investing in the enterprise motion while consumer product-market fit is validated, or doing the reverse, depending on what your business specifically requires, not which internal team gives the strongest pitch during a planning meeting.
We create positioning architecture that works cohesively across every audience your GTM plan addresses – patient, clinician, benefits administrator, health system procurement – grounded in one honest core story, so the plan does not focus only on the audience your team knows best while leaving the rest underdeveloped.
We design the plan with clear checkpoints linked to real signals – consumer conversion data, momentum in payer conversations, health system pilot outcomes – allowing channel investment to move as evidence emerges, rather than locking into a 12-month plan based on assumptions that may not hold up in the real market.
What distinguishes this from a typical GTM strategy engagement is that we design the plan for the truly multi-motion, reimbursement-entangled nature of digital health go-to-market, rather than using a single-buyer B2B or B2C framework and hoping it can stretch across a business that simply does not operate that way.
What we deliver
- Honest assessment and sizing of consumer, employer/payer, and health system GTM motions against current stage
- Reimbursement and billing strategy built directly into the GTM plan, not siloed as a separate finance workstream
- Channel investment sequencing based on evidence and stage-readiness, not internal team advocacy
- Coherent positioning architecture spanning patient, clinician, benefits administrator, and procurement audiences
- A GTM plan with explicit, evidence-based checkpoints for shifting channel investment as real signal comes in
The digital health companies that lose momentum are seldom the ones that chose the wrong channel – they're the ones that attempted to fund three go-to-market motions equally before any had demonstrated it warranted the investment.
Our Methodology
We deliver digital health GTM strategy through a 90-day sprint. During the first 30 days, we evaluate your existing and potential go-to-market motions against real stage and product-readiness signals, while auditing how reimbursement and billing choices are currently connected, or not connected, to channel strategy. Days 30 through 60 develop the sequenced channel investment plan and cross-audience positioning architecture. Days 60 through 90 complete the plan with evidence-based checkpoints and transfer a framework your team can execute and refine over time.
Rather than using a standard GTM strategy engagement based on a single-buyer B2B or B2C framework, we shape the plan around the actual multi-motion, reimbursement-entangled structure of digital health go-to-market, sequencing investment according to evidence instead of internal advocacy. We define success by whether the plan generates durable growth in the prioritized motion and whether channel investment truly changes when checkpoint evidence indicates it should, not by how thorough the strategy document appears when delivered.
Our Working Approach
The first 30 days evaluate your existing GTM motions, reimbursement and billing model, and stage-readiness signals across consumer, employer/payer, and health system channels, providing a candid view of where current investment is out of step with actual opportunity.
Days 30 through 60 develop the sequenced channel plan and cross-audience positioning architecture. We need leaders from your product, finance, clinical, and sales functions at the table, because a GTM plan spanning this many motions cannot be created by marketing on its own.
Days 60 through 90 complete the plan with specific checkpoints connected to real evidence – consumer conversion, payer traction, health system pilot results – and transfer a framework for continued execution and adaptation. Most engagements last three to six months, with strategic advisory support frequently continuing as checkpoints are reached and investment choices must be reconsidered.
Our cadence includes a weekly working session with cross-functional leadership throughout the sprint, then quarterly strategy reviews linked to checkpoint evidence as the plan enters execution.
- Channel investment aligned with actual stage-readiness and evidence, not internal advocacy
- Reimbursement and billing strategy integrated into GTM rather than built separately
- Coherent positioning across every audience the go-to-market plan touches
- A GTM plan with built-in checkpoints for evidence-based reallocation
If your digital health company needs gtm strategy leadership, we should talk.
Expand your marketing team output with our experts
Let us take a custom approach to your growth goals by assembling and leading the best-in-class marketing team to support your next stage.
Frequently asked questions
What does a GTM strategy engagement cost for a digital health company?
Pricing varies based on the number of go-to-market motions we are evaluating and how closely your reimbursement and billing choices are currently intertwined with channel strategy. Working with a company that already operates one well-understood motion costs less than working with one simultaneously balancing consumer, payer, and health system channels.
When will we begin seeing results from a GTM strategy engagement?
The core strategy and channel sequencing plan is generally completed within 90 days. Real growth outcomes depend on how the plan is executed and the sales cycle for the prioritized motion, ranging from weeks for consumer channel tests to a year or longer for health system relationships.
How does your team collaborate with our product, finance, and clinical staff?
GTM strategy in this space cannot be developed by marketing alone, which is why we require leaders from product, finance, and clinical functions at the planning table, especially for reimbursement and billing strategy work that affects all three.
What distinguishes Winston Francois from a typical GTM strategy firm?
Most GTM strategy firms use a single-buyer B2B or B2C framework. We shape the plan around the actual multi-motion structure of digital health go-to-market, treating reimbursement strategy as a central input rather than a separate finance choice made after positioning has already been established.
How do you evaluate ROI for a GTM strategy engagement?
We assess whether the prioritized motion delivers durable growth against the plan's checkpoints and whether channel investment truly changes when evidence at each checkpoint indicates it should. A polished strategy document that never alters the real allocation of budget and team time does not count as a result.
Which type of digital health company is best suited to this service?
This service suits digital health companies managing multiple go-to-market motions at the same time, or determining which one to prioritize next, typically within the 5M to 100M ARR range and with product-market fit signal already present in at least one channel. Begin with a strategy call and a review of how your current channel investment is distributed across motions.
