Your consumer subscriptions, institutional B2B2C contracts, and health-system pilot pipeline each report, close, and churn differently – yet leadership still needs one number. We rebuild the process and reporting layer so forecasts stand up in the board meeting, not only in the CRM export.
The Challenge
Three revenue motions forced into one SaaS-shaped funnel
Most ElderTech companies run a consumer subscription business, a B2B2C contract business with health plans, PACE programs, or senior living operators, and a slower pilot-to-procurement pipeline with health systems – often all at once. When the CRM only has one pipeline template, someone forces per-member institutional deals into stages built for a self-serve trial, or drops consumer sign-ups into a stage sequence meant for a six-figure contract. The result is a pipeline report nobody on the leadership team actually trusts.
Institutional sales cycles undermine your forecast math
A health plan or senior living contract can run 6 to 18 months, moving through an RFP, a committee review, a pilot, and a procurement sign-off – stakeholders who each show up at a different stage. Standard CRM stage definitions assume one buyer moving through a shorter cycle, so a deal can sit in "late stage" for two quarters while the committee is still forming. Forecasting off that data either overstates near-term revenue or hides real institutional momentum until it's too late to plan around.
Attribution crosses channels your last-click model cannot see
A caregiver might first hear about your product from a health system discharge planner, spend three weeks researching it through search and caregiver forums, then convert through a direct link with no obvious tie back to the referral. A last-click attribution setup credits the direct link and erases the institutional relationship that actually drove the sale. Without multi-touch attribution built across both consumer and institutional channels, marketing spend gets allocated against the wrong signal.
Bolted-together systems obscure the true revenue and churn story
Early-stage teams typically run a CRM like HubSpot or Salesforce, a separate consumer billing platform like Stripe, and a standalone institutional contract or renewal tracker, none of them integrated. Leadership ends up reconciling three exports by hand to answer a basic question like total ARR. It also flattens churn reporting – non-voluntary churn from care transitions, hospitalization, or death gets counted the same as dissatisfaction churn, which distorts the board's read on whether the product itself is the problem.
How We Can Help
We begin with an assessment, not a rebuild. We examine your CRM, billing system, and institutional contract tracker to map precisely where pipeline definitions, the attribution model, and churn categories are misleading you. Most ElderTech teams already sense that something is wrong with their reporting – they simply haven't had someone trace every broken number back to its source system.
From there, we create a pipeline architecture that matches how your business really sells rather than relying on a generic SaaS template. That means distinct stage definitions for consumer subscription flow, B2B2C institutional contracting, and health-system pilot-to-procurement – each with its own velocity benchmarks and forecasting logic, combined into one leadership view instead of squeezed into a single funnel.
For measurement, we develop multi-touch attribution that can properly credit a health-system referral converting weeks later through a direct channel. This takes real data plumbing across your marketing, CRM, and billing systems, not one more dashboard layered over last-click defaults. Our measurement work is specifically scoped to close the gap between what your channels truly do and what your existing reporting claims they do.
We handle the unglamorous integration work too: linking HubSpot or Salesforce, your consumer billing platform, and your institutional contract or renewal tracker so revenue, renewals, and churn all live in one place. Once connected, we rebuild churn reporting to distinguish non-voluntary churn – care transitions, hospitalization, death – from dissatisfaction churn, giving the board an accurate view of product health rather than a number that alarms people for the wrong reasons.
The final component is board and investor reporting. Investors in this category increasingly expect revenue durability to be separated by channel, since institutional contracts are considered stickier and more defensible than consumer subscriptions. We incorporate that segmented reporting into your standard board package so it doesn't become a one-off project during every fundraise.
Unlike a traditional RevOps engagement, we're embedded operators rather than consultants who hand over a slide deck.
What we deliver
- Multi-motion pipeline architecture (consumer, B2B2C institutional, health-system pilot) with distinct stage definitions and forecast logic
- Multi-touch attribution model spanning institutional referral and consumer discovery channels
- CRM, billing, and institutional contract/renewal tracker integration into one revenue data source
- Non-voluntary vs. dissatisfaction churn taxonomy and reporting rebuild
- Segmented board and investor reporting by revenue channel
- Institutional deal stage-to-close velocity benchmarks for procurement-driven cycles
If your CRM puts a $9-a-month subscriber and a two-year health plan contract in the same pipeline, your forecast isn't accidentally wrong – it's wrong by design.
Our Methodology
We deliver this through a 90-day sprint rather than an open-ended retainer. Days 1-30 cover assessment and architecture: we audit every system that touches revenue, interview the people responsible for sales and finance reporting, and design the pipeline structure and attribution model around your actual buyer types. You receive a specific plan, not a generic RevOps playbook recycled for your industry.
Days 31-60 focus on execution. We create the integrations connecting your CRM, billing platform, and institutional contract tracker, launch the new pipeline stages, and implement attribution logic across your marketing and sales systems. This is hands-on work within your stack, completed by the same team that scoped it – with no handoff to a separate implementation vendor.
Days 61-90 center on measurement and handoff. We test the new pipeline and churn reporting through a full reporting cycle, refine the attribution model using real conversion data, and create the segmented board reporting template your team will use going forward. Unlike a traditional agency engagement, we're operators embedded in your revenue function throughout the sprint, not consultants who vanish after presenting the strategy deck – and by day 90, your team owns working systems, not a list of recommendations.
Our Working Process
The first 30 days emphasize discovery: expect working sessions with the people responsible for sales, marketing, and finance data, along with direct access to your CRM, billing platform, and contract tracker. We aren't requesting a slide review – we're working inside the systems.
Days 30 to 60 move into build mode. Pipeline stages, integration connectors, and attribution logic go live progressively instead of arriving all at once at the end, allowing your team to respond to changes in real time rather than waiting for a big reveal in week 12.
From day 60 to 90, we validate everything against live deal flow and create the reporting templates your team will operate without us. The sprint cadence is usually one weekly working session plus async Slack or email access – this is a fractional team operating within your regular rhythm, not checking in quarterly.
Following the 90-day sprint, most clients transition to a lighter-touch fractional retainer to continue refining attribution and reporting as the deal mix changes, especially when institutional contract volume grows relative to consumer subscriptions. We scope this separately after you've reviewed the sprint output and understand the ongoing support you truly need. Fractional pricing remains well below the cost of a full-time RevOps hire while providing a team experienced with this specific multi-motion challenge, rather than a generalist learning your business on the clock.
- A single leadership-level revenue view across consumer, institutional, and pilot pipelines
- Forecast accuracy that reflects real institutional deal cycles instead of a generic CRM template
- Attribution that credits institutional referral channels alongside consumer discovery paths
- Board reporting that separates non-voluntary churn from dissatisfaction churn
- Integrated systems replacing manual reconciliation across CRM, billing, and contract trackers
If your eldertech / agetech company needs revenue operations leadership, we should talk.
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Frequently asked questions
What does a RevOps engagement like this usually cost?
For a company at this stage, fractional RevOps engagements usually begin with a defined-scope 90-day sprint fee, followed by a lighter monthly retainer if you choose ongoing support. The cost is well below hiring a full-time VP of RevOps, and you aren't left carrying that headcount after the systems stabilize.
How soon will we have a working revenue view across all three pipelines?
The pipeline architecture and integrations are generally live by day 60 of the sprint, followed by validated reporting by day 90. You'll see components sooner – stage definitions and integration connectors are released incrementally during the build phase instead of all at once at the end, so your team doesn't wait three months for one deliverable.
Who completes the work – a team or a single consultant?
It's a small fractional team rather than one generalist. Typically, one person owns the systems and integration work, another owns attribution and measurement, and a lead manages the sprint while coordinating with your sales, marketing, and finance owners.
How is this different from engaging a RevOps consultant or generic agency?
Most RevOps consultants are built around a single-motion B2B SaaS funnel and will attempt to fit your consumer and institutional pipelines into that same model. We design for ElderTech's specific multi-motion reality – consumer subscriptions, B2B2C institutional contracts, and health-system pilots – using churn and attribution logic that reflects how care transitions and lengthy procurement cycles actually work.
How do you determine whether the engagement was successful?
We validate performance through real reporting cycles rather than projections. Success means a board report that distinguishes channel-level revenue durability without manual reconciliation, a forecast grounded in actual institutional close rates instead of guesswork, and churn reporting leadership can trust because non-voluntary and dissatisfaction churn are no longer combined into a single number.
Is this type of RevOps work a good fit for our company?
This work is suited to ElderTech companies in roughly the $5M to $100M ARR range that operate at least two of three revenue motions – consumer subscription, institutional B2B2C, or health-system pilot pipeline – and whose leadership cannot currently produce one reliable revenue number without manual reconciliation. If you're pre-revenue or operate one straightforward sales motion, a full RevOps sprint is likely more than you need today; a smaller measurement or product engagement may be a better fit.
