Diabetes and cardiometabolic companies sell to a complex mix of cash-pay patients, self-insured employers, and payers, all with different willingness to pay and definitions of value. Use one pricing model for all three and you either sacrifice margin or price yourself out of the deal. We develop a pricing strategy that aligns your model with who actually pays, safeguards margin as you grow, and stands up when a benefits buyer asks how you reduce their total cost of care.
The Challenge
You use one price for three buyers who value the product in entirely different ways
A cash-pay patient weighs your monthly fee against a co-pay, a self-insured employer weighs it against avoided claims, and a payer weighs it against a per-member-per-month budget. A single price cannot be right for all three, so a flat number either underprices the employer deal or scares off the patient. Cardiometabolic companies that grow across these channels without repricing find their blended margin quietly erodes. The fix is a pricing architecture that speaks each buyer's language.
Your value story is clinical, but your pricing is not connected to the money you save
Cardiometabolic products often prevent expensive downstream events, yet most companies price on features or headcount rather than on the cost they take out of the system. Employers and payers buy on total cost of care, and if you cannot connect your price to a claims reduction they can believe, you compete on price alone. That turns a differentiated clinical product into a commodity in the buyer's spreadsheet. Pricing to value requires a defensible economic model, not a testimonial.
Discounts used to close enterprise deals are eroding your unit economics
When sales is under pressure to land a marquee employer or health system, the fastest lever is price, and unmanaged discounting compounds fast. In cardiometabolic care the cost to serve a patient – devices, coaching, clinician time – is real and recurring, so a discount that ignores cost to serve can push a deal underwater. Without pricing guardrails, every large deal becomes a margin negotiation the company loses. You need floors, tiers, and a clear give-get before the discount conversation starts.
You are prioritizing signups over retained, reimbursed revenue
A low entry price drives signups that look great in a board deck but churn before they generate margin or hit a reimbursement milestone. In a condition managed over years, the money is in retention and in patients who stay engaged long enough to be reimbursable, not in the first month's charge. Pricing that maximizes top-of-funnel signups often minimizes the revenue that actually matters. The right price is the one that maximizes retained, reimbursed lifetime value.
How We Support You
We start with a pricing audit that distinguishes who uses the product from who pays for it. In cardiometabolic health, those are seldom the same party, so we map each path to revenue – cash pay, employer, payer, channel partner – and quantify willingness to pay and cost to serve for each one. That map becomes the foundation, because coherent pricing is impossible until you know which buyer each dollar comes from.
Next, we build the value model. We partner with your clinical and data teams to link the product to the economic result each buyer values – avoided claims for employers, total cost of care for payers, and a clear personal payoff for cash-pay patients. This is how a differentiated cardiometabolic product commands a premium rather than becoming commoditized, yet it is the step most pricing exercises overlook.
We then create the pricing architecture. We establish the right model for each channel – per-member-per-month, outcome-based, tiered subscription, or a blend – and add guardrails: floors linked to cost to serve, tiers that reward commitment, and a give-get structure that prevents sales from discounting for free. The aim is a system your team can operate, not one number that falls apart when an enterprise buyer first pushes back.
During execution, we pressure-test pricing through real deals. We join enterprise negotiations, refine packaging around buyers' actual objections, and adjust the value model wherever the economic story fails to resonate. We also align pricing with your positioning and go-to-market strategy, ensuring the price strengthens the story rather than undermining it.
For measurement, we monitor blended margin, deal-level margin after discounts, and retained-and-reimbursed lifetime value across channels. These metrics reveal whether pricing is working more clearly than any list price can. We review them monthly and adapt the architecture as your channel mix changes.
What sets us apart is that we manage pricing as embedded operators working inside the deals and data, rather than consultants who present a slide and depart. Cardiometabolic health pricing only holds up when someone remains close to its performance in the field, and that is where we operate.
What we deliver
- Pricing audit mapping every revenue path – cash pay, employer, payer, channel – with willingness to pay and cost to serve
- Value model connecting the product to avoided claims and total cost of care for each buyer type
- Channel-specific pricing architecture with margin floors, commitment tiers, and a give-get discount framework
- Enterprise deal support – packaging refinement and negotiation guardrails tested against live deals
- Margin and retained-reimbursed lifetime value tracking by channel to steer ongoing pricing decisions
In cardiometabolic health, the person using the product is almost never the one paying for it. Until your pricing centers on who pays – and the specific cost you remove from their system – you are choosing a number rather than pricing the value.
Our Methodology
We deliver pricing strategy through a 90-day sprint. During the first 30 days, we complete the audit and value model: mapping every revenue path, quantifying willingness to pay and cost to serve by channel, and developing the economic case that links your product to avoided claims and total cost of care. Days 30 to 60 focus on architecture and design: we establish the pricing model for each channel, introduce margin floors and commitment tiers, and create the give-get discount framework so enterprise deals no longer drain margin. Days 60 to 90 cover field testing: we pressure-test pricing in live deals, refine packaging in response to real objections, and implement the margin and lifetime-value tracking that keeps pricing disciplined over time.
Unlike a traditional pricing consultant, we do not end with a recommendation deck. We participate in the deals, observe how the architecture performs under genuine negotiation pressure, and make adjustments. In a multi-payer category, pricing is an operating system, not a number set once, so we remain embedded long enough to ensure the system takes hold.
Our Approach
The initial 30 days focus on diagnosis and modeling. We interview your sales, clinical, and finance leaders, chart the revenue paths, and develop the value model connecting your product to each buyer's economics. You will not receive a new price during this period – you will receive the map required to build a defensible one.
Days 30 to 60 center on design. We establish the pricing architecture for each channel, create discount guardrails, and package the offer to resonate with every buyer. We collaborate closely with your sales leadership because they will apply the give-get framework in the field, and they must trust it before they use it.
Days 60 to 90 cover validation and handoff. We join live enterprise negotiations, refine packaging based on real objections, and implement margin and lifetime-value tracking so you can evaluate pricing performance by channel. We then hand over a pricing playbook and guardrails your team can manage. Most engagements last three to six months, and we frequently extend when a new channel – a first payer contract, a new employer motion – requires a dedicated pricing model.
Our working cadence includes a weekly session with your commercial and finance leads, supported by async model updates. We remain close to the deal data instead of reporting from afar, allowing us to spot margin erosion before it develops into a pattern.
- Blended and deal-level margin
- Retained and reimbursed lifetime value by channel
- Discount discipline and give-get adherence
- Win rate on value-based pricing
If your diabetes & cardiometabolic health company needs pricing strategy leadership, we should talk.
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Frequently asked questions
What does a pricing strategy engagement cost for diabetes and cardiometabolic health companies?
We structure pricing engagements as a fixed monthly fee for a three-to-six-month sprint, with the range based on the number of revenue channels you serve and the maturity of your value data. A cash-pay-only company requires a lighter build than one managing payer, employer, and channel deals simultaneously.
How soon will we see results from a pricing strategy engagement?
You will have a defensible pricing architecture in place within the first 60 days, with margin impact typically appearing in the next enterprise deals you negotiate. Changes to cash-pay pricing can be tested nearly immediately, whereas payer and employer pricing advances at the pace of your sales cycle.
How does the pricing strategy team work with our current staff?
We collaborate with your commercial, clinical, and finance teams rather than taking their place. Building the value model requires access to deal data, cost-to-serve figures, and clinical outcome data, and we hold a weekly working session with your sales and finance leads.
How is Winston Francois different from a conventional pricing consultant?
A traditional consultant conducts a study and presents a recommendation. We develop the pricing architecture, then remain embedded in the deals to observe how it performs under actual negotiation pressure.
How is ROI measured for a pricing strategy engagement?
We measure blended margin, deal-level margin after discounts, and retained-and-reimbursed lifetime value for each channel. We also monitor discount discipline – whether sales follows the give-get framework – because that is where value can quietly slip away.
Which diabetes and cardiometabolic health companies are the best fit for this service?
This service is designed for companies with roughly 5M to 100M in ARR that sell to multiple buyer types or are preparing to introduce a new channel, such as a first payer or employer motion. It works best when you have some cost-to-serve and outcome data available to support a value model.
