Healthcare technology deals are notoriously complex, involving multiple stakeholders, lengthy sales cycles, and high regulatory barriers. Despite these challenges, companies continue to push innovative solutions into the market, often struggling to connect with enterprise-level buyers. Bradley Roger Swenson has spent over two decades in this space, helping healthcare technology companies scale their commercial operations and secure transformational deals.
Building Healthcare Solutions That Matter
Bradley didn’t start out looking to rewrite the healthcare sales playbook. But after years as a Chief Revenue Officer, he’s picked up a few things worth sharing. “I’ve spent over two decades scaling commercial revenue operations in healthcare helping early stage companies evolve into enterprise ready companies by aligning innovation with business impact,” Bradley explains. He’s been in the trenches, building teams and closing deals that actually stick. “I’ve been fortunate to have led high-growth teams across Sales, Marketing, and Client Success, negotiated transformational deals, and built strong C-suite partnerships that deliver both clinical and commercial outcomes.” That last part – “clinical and commercial outcomes” – that’s not just consultant-speak. In healthcare, if you’re not hitting both marks, you’re missing the point.
Here are his key strategies for navigating complex healthcare deals with executive buyers especially if you’re a startup looking to break into enterprise territory:
Understand the C-Suite’s Language and Priorities
Bradley doesn’t mince words about what’s wrong with most healthcare pitches. “When you’re dealing with C-level buyers especially in healthcare you’re not selling a product. You’re solving a business problem,” he says. It sounds obvious, but walk into most healthcare sales meetings and you’ll hear feature lists, not problem-solving approaches. Bradley’s fix is straightforward: “Every pitch should answer one of three questions: How does this improve clinical outcomes? How does it drive operational efficiency? Or how does it affect revenue or reimbursement?” Different executives need different answers. “CFOs care about ROI and scalability. CMOs care about quality of care and patient engagement. CIOs care about security and integration,” Bradley points out. “Tailor your messaging accordingly. It’s not one-size-fits-all.”
Build Trust Through Proof, Not Promises
Healthcare organizations don’t like risk. They’ve been burned too many times by shiny solutions that never delivered. “Enterprise healthcare deals are long, risk-averse, and political,” Bradley says. “Relationships are everything but relationships alone won’t get you across the finish line.” So, what does? Evidence. “You need validation. Use data, outcomes, and case studies to prove value early,” he advises. Even small wins can open big doors. “One pilot site with measurable impact can unlock doors across a health system. Create champions inside the organization who can speak to the results on your behalf.” This approach shifts the entire relationship. “That’s how you move from being a vendor to a strategic partner,” Bradley explains. Vendors get squeezed on price. Partners get invited back.
Align Stakeholders and Simplify the Ask
Healthcare organizations are busy, complicated places. Getting multiple stakeholders aligned is like herding cats – if the cats all had medical degrees and conflicting priorities. “In complex healthcare environments, there are always multiple stakeholders,” Bradley acknowledges. “The secret? Make the buying process easy.” That means meeting them where they are. “Frame your solution around their existing initiatives. Show how it supports not disrupts current workflows,” he suggests. “Make implementation feel achievable, even in the middle of competing priorities. And always define next steps clearly.” His formula is simple: “The more complexity you remove, the faster the deal moves.”
Bradley’s seen too many healthcare companies nail the product but fumble the business. “To scale your early stage company into the enterprise market, you need more than a great product—you need to understand the buyer, prove your value, and reduce friction in every interaction,” he says. The good news? Healthcare is ready for change. “Healthcare leaders are hungry for innovation but only when it comes with clarity, outcomes, and trust.”
Want more insights from Bradley Roger Swenson, visit his website on his website or connect with him on LinkedIn.
