From operating role to paid advisory and a non executive seat
After an exit, we rebuilt the operator's public record around what they had actually learned about scaling into health systems, producing two paid advisory retainers and a non executive appointment.
- 2
- paid advisory retainers
- 1
- non executive seat
- 12 mo
- from start to appointment
A completed exit, a strong private reputation, and a profile that listed job titles without explaining the judgement behind them. Advisory approaches were rare and underpriced.
We converted the operating years into a public body of judgement on commercialising into health systems, then set scope, rate and conflict position before any conversation began.
Two paid advisory retainers with growth stage companies and a non executive appointment, with approaches arriving directly rather than through introductions.
- Judgement published, not job titles listed.
- An advisor one pager written before the first call.
- A rate set in advance so nothing was negotiated from a weak position.
- Deliberate presence in two investor and operator communities.
Clinicians nodded politely and never replied. Nine months later, four health systems opened the conversation themselves.
Every deal that moved had started with someone who already knew them. So we made far more people know them.
The deck was strong. The problem was that nobody had heard the argument behind it until the meeting started.