Selling into the broken legacy based Health Systems and only working with innovators.

Selling into the broken legacy based Health Systems and only working with innovators.
Dear CTO

Its been a week and I wanted to have some time to reflect upon your feedback but level – up as tech professionals.
In the most matter of fact terms we were hoping to push your team through innovation and education based on Bobs executive position and you as an executive sponsor.
We clearly all failed but it was confounding that you never explained what you shared with your internal customers? What use case? What context? You did not discuss that as a next step as you clearly stated the team on the call was making the decision.
That was the wrong approach to the situation. At T-Mobile I had $100 Million in lights on budget. I didn’t have the time for buy-in from mid-management I was hired to sell this Turkey and create value.
I partnered with other like minds at an executive level and led with innovation which is why we now have financed phones NOT free phones any longer. I innovated around the problem and we sold initially to att then DT in a reverse merger three times what we were valued when I departed.
A few years ago, I consulted with U of M Hospital and University Hospital(s) on Professor driven research to innovate thru patent(s) that drive $$$ to the University or endowments. This works very well at U of M and research driven Hospital Systems like John Hopkins but legacy health systems do not fit into such a category
I have also consulted with VCs and Equity partners from Ann Arbor to Sandhill to NYC since 2001. One constant everyone understands is that healthcare innovation is never found at the Hospital or System executive level. At this level professionals like you have little ability to move the needle away from a government or safety mandate. We had a chance to make a difference and an opportunity for you to pivot and even leverage your talents elsewhere.
This is why our Health System is 30 years behind Germany’s and its gotten even fatter and lazier deeply dependent upon Federal funds to be allocated against patients needs or distracted by just another flu strain.
In 2023, Health Systems are the last industry to adopt real-time data and analytics. Looking in the real view mirror to drive is no longer an option in Health Care. Outdated practices, outdated Systems and your CRM focus is not going to breed success. It became clear, however, when you stated we needed to be in your so-called work flow that your Drs hate, their staff despises and wastes time. The methodology and I documented it all for our discussions was on the verge of malpractice. Charts differed from what was in Epic including medical dosages, ZERO sensors for cleanliness when every Hospital and most bars now have lights where hands need to be checked every 30 minutes and no sensors on badges to identify sensors in the room and whether meds | vital systems were regularly checked and by whom.
Your feedback explicitly exposed that we were not aligned and that’s my fault or a lack of transparent dialogue in the sales processs. I clearly could not properly consult you or your team but it was never being in your workflow it was to displace your workflow. Looking back how did this even happen given the use cases and multiple discussions we reviewed. We needed to be in the room as partners as I was quite certain the story would not be effectively told without such presence.
When working with partners and entrepreneurs CTOs have to be taught to embrace and push innovation that’s tangible leadership.

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