Frequently Asked Questions (FAQs)
We’ve put together the questions we hear most often from the leaders, investors, and advisors we work with across healthcare, health technology, and private equity. If you’re looking for deeper detail, or wondering if your question has a strategic angle that isn’t captured here, just reach out.
Working with us
What kinds of companies does Accretive Edge work with?
We work primarily with revenue leaders in digital health, especially those selling into U.S. health systems. That includes Chief Commercial Officers, Heads of Product, and Founders with enterprise revenue responsibility. We also support PE and VC firms with healthcare portfolios, as well as international companies preparing to enter the U.S. market.
What are the ways we can work together?
We start with a two-week sprint. This allows us to get clear on the business problem and build traction fast. From there, we move into longer-form projects or an operating cadence that works for your team. That can range from strategic advisor to interim leadership.
What kinds of business problems do you usually solve?
Most of our clients are wrestling with the same core issue: how to drive real revenue, not just interest. That typically comes down to refining the go-to-market motion, packaging the solution around buyer needs, and enabling sales teams to land the message with credibility.
How do you work with investors?
We support both sides of the table. For investors, we help make sure your portfolio companies are operationally sound and positioned for growth. That can mean stepping in as a strategic advisor, interim exec, or even looking across your portfolio to integrate multiple assets to create a net-new revenue line. For early-stage companies raising capital, we help clarify the story, shape the pitch, and make targeted introductions
You’ve worked across a lot of functions. What’s your lane?
We focus on where product, marketing, and go-to-market intersect. In earlier-stage companies, we often help define and operationalize that intersection. In later-stage companies or multi-product portfolios, the work tends to be about alignment: bringing clarity to who the client sells to, what the client offers, and how it maps to the revenue model.
For Health Technology Leaders
How do I sell into a U.S. health system without getting stuck in a 24-month sales cycle?
The short version: don’t start with the CIO. Start with a service line leader or clinical sponsor who has a stake in solving the problem you’re addressing. Then build the internal alliance from there. When the CIO does get looped in, you’ll have a cross-functional coalition already on board.
Our product’s getting dismissed as a point solution. How do we reframe?
From where the CIO sits, point solutions mean more vendors, more maintenance, and more risk. You have two paths forward: partner with a platform player (so you show up in someone else’s wrapper), or find a way to group with other vendors and sell as a category-level solution.
What do I actually need to prove to close the deal?
There are four levers that show up in almost every health system evaluation: clinical outcomes, operational improvement, financial impact, and patient/provider experience. Your value story needs to hit at least two or more of those with evidence that can be tailored to the health system’s population.
Can you help us with pricing strategy for enterprise buyers?
Yes. Pricing often breaks when early-stage companies try to sell enterprise-wide before they’ve proven local value. We can help stage pricing based on rollout, adoption, and outcome validation. If risk-sharing or outcomes-based models come up, we can help structure that too.
Our existing customers love us. Can they help us close future deals?
Absolutely. But that has to be operationalized. That means embedding referenceable outcomes and language into contracts, coordinating internally so you don’t burn out your best advocates, and giving champions the messaging they need to speak credibly on your behalf.
How should we think about analyst relations and preparing for analyst briefings?
Getting analysts onside is not just about “getting listed.” It’s about shaping the market narrative. We help companies prepare for analyst briefings by sharpening their differentiation, lining up proof points that map to analyst frameworks, and avoiding common mistakes that make briefings fall flat. A strong analyst strategy can support credibility with buyers, especially in long-cycle enterprise sales.
For Investors
Can Accretive Edge help turn around a struggling portfolio company?
Yes. We’ve been invited in when portfolio companies hit a wall with revenue, product-market fit, or leadership alignment. Sometimes that looks like executive coaching. Other times, it’s an interim operating role. We start by finding the unlock — and then we go to work. See more case studies here.
How do you help investors get visibility into market-ready opportunities?
We stay close to the early-stage ecosystem and track what companies are building — especially those preparing for U.S. entry or institutional capital. If your team is looking for deal flow in a particular space, we’ll keep an eye out. It’s usually a quick text or email when something promising comes along.
Can you help a firm monetize assets across their portfolio?
Yes. We’ve done this before — pulling together capabilities from across portfolio companies to stand up a new offering. That includes writing the investment thesis, securing incremental funding, and managing execution across product, BD, and GTM. See more case studies here.
For International Companies Entering the U.S.
We have success in our home country. How do we know we’re ready for the U.S. market?
The biggest early misstep we see is assuming product-market fit will carry over. The U.S. market is different. We start by stress-testing the use case against U.S. buyer expectations — clinical, operational, and financial. From there, we map the proof points you’ll need to earn credibility.
What’s the fastest path to our first U.S. customer?
That usually means identifying a problem you solve that U.S. systems already budget for — and finding a service line or clinical team that’s actively trying to solve it. We help identify the entry point, shape the story, and get to a reference customer as efficiently as possible.
What about hiring? Do we need to build a U.S. team?
Not immediately. In many cases, we act as your U.S. commercial lead until there’s enough traction to justify local headcount. When it’s time to hire, we help define the role, screen candidates, and onboard them with context.