Decide what you are known for, before the market decides for you.
Most capable HealthTech executives are described by their job title, because nothing else has been written down. Positioning is the decision about which single problem you are the obvious call for, and the language that makes that decision legible to buyers, boards and investors who are not inside your product.
Hi Founder,
What positioning and narrative has produced for HealthTech executives like you:
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Why an excellent track record still gets skipped.
Your title tells a stranger where you sit on an org chart, not what you can be trusted to judge.
Being described as capable across product, clinical and commercial means being memorable for none of them.
The analysts, journalists and board members who issue invitations need one sentence they can repeat to a partner or a fund. If you have not written it, they will invent a weaker one.
Your website, LinkedIn and pitch deck each say something slightly different, so nothing compounds.
The executive who is easier to describe wins the analyst briefing and the board seat, even when the more capable executive is available.
Roughly how long an investor or buyer spends on a LinkedIn profile before deciding to read on.
The number of positions a person can reliably remember about you.
Share of advisory and board seats filled through informal recommendation before any listing appears.
Positioning and Narrative, step by step.
Evidence review
We read everything already public about you: profile, search results, press, pitch materials, podcast appearances, company pages. We note what a stranger would conclude and where the record contradicts itself.
Positioning interview
Ninety minutes on what you actually know that others do not, which rooms you want to be in, what you will and will not say in public, and how visible you are willing to be.
Category choice
We propose two or three defensible categories, each with the audience it addresses and the opportunities it opens. You choose one. We write the claim in a single sentence.
Message architecture
The claim, the three proof pillars underneath it, the language to use with buyers, investors, analysts and journalists, and the words to avoid.
Surface alignment
Every public surface rewritten to the same claim: LinkedIn, company boilerplate, speaker profile, investor deck framing and the short introduction someone else will read out before you speak.
Deliverables, not adjectives.
Around three hours in the first month: one interview, one options call, one approval pass. After that, positioning is a reference document rather than a task.
Executives who want to stay unattached to any particular claim. Positioning works by excluding things, and if nothing can be excluded there is nothing to position.
- A written positioning statement, one sentence, defensible in a room of investors
- Two or three proof pillars with the evidence that supports each
- Audience map: who must recognise the claim, and what they care about
- Message and language guidelines, including what not to say
- Rewritten LinkedIn headline and About section
- Long, medium and short biographies for press, panels and board packs
- Speaker introduction, thirty seconds, written to be read aloud
- A twelve month opportunity thesis: the rooms and deals this position opens
An honest sequence.
Evidence review and positioning interview.
Category options presented and decided.
Message architecture and biographies drafted.
Every public surface aligned and live.
A chief commercial officer with twelve years in digital health sales
Headline: CCO at a Series B digital health company. About section: a chronological career summary. Search results returned a company press page and one conference panel listing.
Headline stating the enterprise sales problem she resolves. About section written for investors and health system buyers rather than recruiters. Biographies, speaker profile and press boilerplate aligned to the same claim.
Inbound conversations from two health systems and a growth equity fund within weeks, then a board advisor role inside ninety days.
The questions HealthTech executives ask first.
It removes the ones you were never going to win and increases the ones you will. Nobody is recommended for a board seat because they are generally capable. They are recommended because someone could describe them in one line.
Authority Building
Why doctors stop publishing after three weeks.
Press and Recognition
Why good doctors never get quoted.
From health to tech
Why the move stalls for capable doctors.
Career strategy
Why doctors take the wrong opportunities.
Client acquisition
Being known is not the same as being booked.
Ready to make positioning and narrative work for you?
Pick a time below. Fifteen minutes, private, no pitch. We'll tell you where we think your expertise has the greatest commercial value.
required
24 hours
worldwide
