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Every board deck with flat growth says the same thing: "we need a CRO." Half the time, it's the wrong hire. I say this as someone who has carried the CRO title. The CRO is one of the most misdiagnosed seats in PE-backed healthcare. Boards reach for it whenever revenue disappoints, regardless of what's actually broken. CRO vs. CGO: different jobs A Chief Revenue Officer runs the revenue engine: pipeline discipline, forecast accuracy, sales leadership, pricing execution. You hi

Most healthcare deals don't blow up on valuation. They blow up on commercial assumptions nobody tested during diligence. I've sat on both sides of this table: the operator defending the forecast, and the advisor stress-testing it. The financial diligence is almost always excellent. The commercial diligence is where the expensive surprises hide. Here are the seven I look for first. 1. Founder-led revenue The top three customer relationships all run through the founder or CEO.

Series B due diligence in healthcare is not about whether your product works. It is about whether your commercial engine can repeat itself without the founder closing every deal. Here is the playbook investors expect to see.

Most healthcare companies do not have a growth problem. They have an operating model problem. The market opportunity may be real, but revenue slows when sales, operations, pricing, and leadership stop working as one system.

Most growth-stage healthcare companies open a CRO search about a year before they should. A 25-year healthcare revenue leader shares the five questions to answer before you spend six figures on the hire.

A full-time CRO hire in healthcare runs well past $500K a year once you count salary, bonus, equity, and ramp time. The mis-hire risk is the number nobody budgets. Here is the honest cost math on fractional versus full-time revenue leadership, and when each one is right.

Selling to health systems is not a longer version of selling to anyone else. It is a different discipline. The buying committee, the budget cycle, the business case, and procurement each kill deals on their own. Here is how enterprise healthcare deals actually get done.

Revenue growth in healthcare comes down to execution: a repeatable enterprise sales model, disciplined pipeline math, and pricing that holds. The strategies that actually move the number.

Most healthcare companies do not fail on product. They fail because sales, marketing, and operations never align around one go-to-market strategy. How to build one that scales.

Somewhere between $5M and $25M ARR, every board asks the CRO question. Hire full-time, go fractional, or wait? A practical framework for healthcare founders.

Healthcare companies with lumpy revenue rarely have an effort problem. They have a structure problem. What a fractional CRO actually does, and when it makes sense.

The acquisition closed. Now the commercial clock is running. How post-acquisition healthcare companies reset sales, pricing, and pipeline in the first ninety days.

PE investors are not asking whether you have good salespeople. They are asking whether your revenue system produces a predictable outcome at a known cost. What they look for.

Rising acquisition costs, slipping deals, pipeline that looks fine on paper: the early warning signs that your revenue architecture has stopped scaling, and what to do about each.

Growth slowed, and four executives give four different answers. The four questions that separate real revenue leadership from a soft-quarter explanation.