Guiding heart-driven and data-guided innovators from idea to impact.
I partner with early-stage healthcare leaders to shape company strategy at the intersection of product innovation, market readiness, and policy-informed decision making.
Hella [hel-uh]
is an American English slang term originating in and often associated with San Francisco’s East Bay area in Northern California.
adverb 1. very; extremely. i.e. Those pictures were hella good.
adjective 1. great in number, measure, or degree; many; much; i.e. We all ate hella cake last night.
adverb 1. very; extremely. i.e. Those pictures were hella good.
adjective 1. great in number, measure, or degree; many; much; i.e. We all ate hella cake last night.
How can we be
Hella Strategic, together?
Hella Strategic, together?
As a former government staffer turned startup executive, my brain resides at the intersection of policy expertise, go-to-market strategy, and product development.
A mistake startups make is building in a vacuum. The common maxim 'if we build it, they [customers] will come' is the death knell of many of a prematurely launched idea. If you're building in a regulated space your challenge is two fold: if you build in the hopes that customers will come, and that regulators will show you leniency you risk not only lack of adoption but lack of legal certainty to continue to operate.
Building in regulated markets, like the U.S. Healthcare Delivery System, requires not only creating something scalable that people want to buy, but also building to specific requirements laid out by Government(s) to keep its residents safe. And it requires being clear on your intention, as the outcome is often unpredictable.
As a Marketing and Corporate Strategy Executive, I saw the magic that came when product development and go-to-market were aligned. As a Government Official and Head of the Government Affairs division within a Fortune 50, I observed the glide-path created for commercialization when Government Strategy was at the forefront of our business decision-making.
I've also seen the alternative, where founders believe they are above the regulations they must recognize, and I want to help all companies avoid that mistake.
A mistake startups make is building in a vacuum. The common maxim 'if we build it, they [customers] will come' is the death knell of many of a prematurely launched idea. If you're building in a regulated space your challenge is two fold: if you build in the hopes that customers will come, and that regulators will show you leniency you risk not only lack of adoption but lack of legal certainty to continue to operate.
Building in regulated markets, like the U.S. Healthcare Delivery System, requires not only creating something scalable that people want to buy, but also building to specific requirements laid out by Government(s) to keep its residents safe. And it requires being clear on your intention, as the outcome is often unpredictable.
As a Marketing and Corporate Strategy Executive, I saw the magic that came when product development and go-to-market were aligned. As a Government Official and Head of the Government Affairs division within a Fortune 50, I observed the glide-path created for commercialization when Government Strategy was at the forefront of our business decision-making.
I've also seen the alternative, where founders believe they are above the regulations they must recognize, and I want to help all companies avoid that mistake.
How It Works
Internal Discovery
- Stakeholder interviews across your organization
- Current state assessment of processes, team capabilities, and market position
- Objective setting and success metrics definition
Customer Discovery
- Determine core audiences - customer, buyer, regulators
- Create, deploy, and collect Survey responses
- Catalog and analyze key insights
- Gathering of product requirements and positioning insight
Strategy
- Merge internal and external discovery with Market research and competitive analysis
- Framework development and strategic recommendations
- Initial implementation roadmap creation
Measure
- Launch plan according to roadmap
- Team coaching and development
- Process refinement and optimization
- Regular strategic reviews and adjustments
My Writing
Everybody is angry about it. Nobody knows what to do about it. But we are all resigned to submit ourselves to it.
Only 49% percent of Americans feel good about their current financial status, and 50% believe their finances are getting worse.
From health care, to finance, to adtech, to social, to gig work, to e-commerce, to logistics, to politics—- data is all around us.
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