Selling to Healthcare with Lisa T. Miller copertina

Selling to Healthcare with Lisa T. Miller

Selling to Healthcare with Lisa T. Miller

Di: Lisa T. Miller
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Selling to Healthcare with Lisa T. Miller If you're selling to hospitals, health systems, healthcare executives, or provider organizations, this podcast is for you. Hosted by healthcare commercialization expert Lisa T. Miller, Selling to Healthcare helps founders, sales leaders, medical device companies, digital health innovators, life sciences organizations, and healthcare consultants win more business with hospitals through smarter strategy, stronger executive conversations, and a deeper understanding of how healthcare organizations actually make buying decisions. After generating more than $250 million in revenue and building one of the nation's leading healthcare consulting firms, Lisa shares the strategies she used to sell into hospitals, build executive relationships, and create long term partnerships that drive measurable business growth. Each episode delivers practical insights you can immediately apply, including: Selling to hospitals and health systems Selling to healthcare executives including CEOs, CFOs, COOs, CMOs, CNOs, and Supply Chain leaders Hospital buying processes and executive decision making Healthcare commercialization strategies Medical device and digital health sales Enterprise healthcare sales Healthcare innovation and adoption Executive level sales conversations Building credibility with hospital leadership Winning complex healthcare sales opportunities Whether you're an experienced healthcare sales professional or just beginning to sell into hospitals, you'll learn how to navigate complex healthcare organizations, communicate value at the executive level, and build relationships that lead to sustainable growth. If your goal is to sell to hospitals more effectively, understand how healthcare executives make decisions, and develop a repeatable strategy for winning larger healthcare opportunities, Selling to Healthcare delivers practical frameworks, real world examples, and proven approaches you can use immediately. Join Lisa T. Miller each week as she shares the insights, strategies, and executive selling techniques that help companies successfully grow within the healthcare market. Topics include: selling to hospitals, hospital sales, healthcare sales, selling to healthcare executives, hospital procurement, medical device sales, digital health commercialization, enterprise healthcare sales, health system strategy, and healthcare innovation.Selling To Healthcare with Lisa T. Miller © 2024 - 2026 | https://www.lisatmiller.com Economia Marketing Marketing e vendite Politica e governo
Episodi
  • After the Yes: Why the First 30 Days Decide Your Next Contract | E.33

    After the Yes: Why the First 30 Days Decide Your Next Contract | E.33
    Oct 18 2026
    In episode thirty-three of "Selling to Healthcare," Lisa T. Miller jumps past the first meeting to the part almost nobody talks about — what happens after the hospital says yes. Lisa argues that most sales teams treat the signature as the finish line, when it's really the starting line for the next contract, because executives extend initiatives that produce early signal and quietly bury the ones that promise transformation but never land. She shares why her teams always pursued a visible thirty-day win, and what makes one work: a precise scope, visible math, and speed. Lisa walks through three short problem-action-result patterns — non-labor spend, avoidable readmissions, and clinic room turnover — plus a fuller story of a technology company whose nurse-time product kept dying at the demo until the approach was rebuilt around clinical shadowing, a finance-verified labor model, and a tightly governed pilot. Lisa also lays out the four delivery artifacts she'd build for every engagement — a pilot scorecard, a who-does-what chart, a benchmark snapshot, and a value review memo — along with the fifteen-second rule for reporting results, the joint strategy session that turns a pilot into a plan, and her practice of setting a goal each year to win one whale client. This episode offers a practical playbook for healthcare sales professionals who want to turn a first signature into an expanding relationship — by defusing the executive's fear of "great demo, painful rollout" and proving value before anyone has to ask for it. Highlights of this Episode Include: The Signature Is the Starting Line: Executives extend initiatives that produce early signal and bury the ones that promise transformation but never land — so the real sale starts the day they say yes.Design a Thirty-Day Win: A precise scope, visible math, and speed. Speed plus competence builds confidence faster than anything else, and confidence is what expands scope.Prove One Claim, Not a Transformation: Each of Lisa's three patterns proved a single core claim with minimal disruption — and earned the right to keep going. When telling those stories, keep the obstacles in; executives trust the messy parts.Under-Promise, Over-Prove: How a stalled nurse-time product won by shadowing the workflow, pressure-testing a conservative labor model with finance, and running a pilot with green, yellow, and red criteria agreed in advance — and a clean exit if it missed.De-Risk the Rollout: Four simple artifacts — a pilot scorecard, a who-does-what chart with a weekly checklist, a benchmark snapshot, and a two-page value review memo — move you from interesting to indispensable, and a forward roadmap shows leaders they won't need to rip and replace you in twelve months.Results in Fifteen Seconds: Three to five KPIs, one trend line that matters, a single decision insight, and a peer benchmark. Then hold a joint strategy session that ties the next stage of value to their quarterly objectives and board calendar.Win One Whale a Year: Lisa's former company set a goal each year to win one transformational client — a decision that reshaped its stability, growth, and authority. Many companies already have whales hiding in their existing client base. Read the full articles: https://www.selltohospitals.com/p/executive-level-selling-in-hospitals https://www.selltohospitals.com/p/selling-to-hospitals-what-the-c-suitehttps://www.selltohospitals.com/p/the-c-suite-growth-engine https://www.selltohospitals.com/p/the-power-of-whalesales-building https://www.selltohospitals.com/p/from-stalled-to-signed-deals-mini Learn more about Lisa at https://lisatmiller.com/about Book an appointment - https://calendly.com/lisa_t_miller/30min LinkedIn - https://www.linkedin.com/in/lisamiller/ Learn about Lisa's Workshops: https://fluentinhealthcare.com/https://healthcaresalesmasterclass.com/
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    9 min
  • You Earn or Lose the Room in the First 90 Seconds | E.32

    You Earn or Lose the Room in the First 90 Seconds | E.32
    Oct 13 2026
    In episode thirty-two of "Selling to Healthcare," Lisa T. Miller zeroes in on the most overlooked moment in the entire sales process: the first presentation to a hospital executive. Most companies treat it as a formality, opening with ten people on the call and twenty minutes of company history. But C-Suite leaders decide almost immediately whether a conversation is worth their time. You earn or lose the room in the first ninety seconds. Lisa shares what hospital CEOs, CFOs, CMOs, and CIOs told her when she asked what earns a second conversation, and distills it into the one filter every executive is running: does this person understand my world, or are they here to explain their product to me? From there, she lays out how to open — with a big idea, a believable number, or a reframe that changes how the executive sees their own situation — and why that kind of insight comes from genuinely knowing the customer's world, not from a messaging workshop. She draws on her own work in purchased services, where ERP systems capture what was paid but not what was inside the invoice, and on moments where knowing a CMS ruling or an emerging payment model before the executive did turned a vendor pitch into an advisory conversation. Then Lisa turns to the part most teams get wrong: the close. Instead of ending with "let us know if you have any questions," she makes the case for a specific, low-friction data request, a one-page options memo that travels inside the organization, and a relationship with the deputy who operationalizes the executive's agenda. This episode offers a practical blueprint for healthcare sales professionals who want their first executive meeting to become the start of a relationship, not the end of the conversation. Highlights of this Episode Include: What Hospital Executives Actually Want: Start with their reality, not your product, and reflect it specifically, not generically. Be clear about the outcomes you can move and how you'll measure them. Make it a working session, not a performance. And respect how they operate, from chiefs of staff and deputies to the channels they prefer.The Goal of the First Meeting: Reflect the organization's current state, connect your work to a small set of priority metrics, and propose two or three credible next moves. If the leader hears their world described accurately, the second meeting takes care of itself — and none of it is about your company.Lead with the Big Idea: Replace "let me tell you about our company" with the specific insight you uncovered. Lisa's go-to opening pairs a defined problem with a concrete commitment: a $500,000 cut in non-labor expense in thirty days, with the run-rate shown by quarter-end. Big numbers are less persuasive than believable ones.Open with a Reframe: Shift how the executive sees their own situation, like evaluating implants on whether they enable new procedures rather than on cost per case. In purchased services, finance sees invoice totals, not the rates and quantities inside them. The point of view is simple: you can't save what you can't see.Know the Market Better Than Anyone in the Room: A CMS ruling on beneficiary incentives or an early read on TEAM becomes a differentiator because almost nobody on the vendor side does the work to stay current. Building that depth properly takes three to four weeks of focused research.Close with a Specific, Low-Friction Request: Ask for a data set the hospital's team can pull easily, and commit to returning their own numbers with your findings within two weeks. It keeps the next step in your hands, and if the deal stalls, that analysis becomes your way back in. Executives can ignore speculative vendor claims, but not their own data.Send the Memo, Then Find the Deputy: A one-page options memo with two or three paths, their timing, and how you'd measure them travels to exactly the people who need to weigh in. The VP of Finance, Associate CMO, or Chief of Staff can make your executive meeting sharper, shorter, and closer to a decision. Read the full articles: https://www.selltohospitals.com/p/executive-level-selling-in-hospitals https://www.selltohospitals.com/p/from-stalled-to-signed-deals-mini Learn more about Lisa at https://lisatmiller.com/about Book an appointment - https://calendly.com/lisa_t_miller/30min LinkedIn - https://www.linkedin.com/in/lisamiller/ Learn about Lisa's Workshops: https://fluentinhealthcare.com/https://healthcaresalesmasterclass.com/
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    11 min
  • Mission and Margin: Why a Lost Sale Is Never Just Yours | E.31

    Mission and Margin: Why a Lost Sale Is Never Just Yours | E.31
    Oct 4 2026

    In episode thirty-one of "Selling to Healthcare," Lisa T. Miller makes the case that in healthcare, a lost sale is never just a missed quota. When an outstanding product fails to find traction, patients miss out on better care, hospitals settle for inferior solutions, sales reps fall short of their potential, and good companies struggle in obscurity — which raises the stakes on getting the sale right.

    Lisa explains why selling to hospitals is fundamentally different: patient outcomes come first, purchasing decisions involve multiple stakeholders with different priorities, and nothing works in a silo. At the center of every decision is the balance between mission and margin — delivering high-quality patient care while meeting financial goals. Using the Hospital Readmissions Reduction Program and Value-Based Purchasing as examples, she shows how the clinical story and the financial story are often the same number, viewed from different chairs.

    She then walks through seven moves for proving you serve both sides: conducting a mission and margin audit, leading with patient-centered benefits, being precise about financial impact, aligning with each hospital's stated initiatives, providing case studies, offering pilots, and overdelivering once you're in. Along the way, Lisa shares how to build ROI models hospitals can verify for themselves, why conservative ranges earn more trust than aggressive projections, and how a simple priority hypothesis sharpens every first conversation.

    This episode offers a practical framework for healthcare sales professionals who want to stop telling two separate stories to clinical and financial leaders — and start telling one story that both can act on.

    Highlights of this Episode Include:

    • A Lost Sale Is Never Just Yours: When a strong product fails to sell, patients, hospitals, sales reps, and the companies behind the product all lose something.
    • Mission and Margin Are Often the Same Number: Excess readmissions can cost a hospital up to 3% across all of its Medicare discharges, and Value-Based Purchasing ties a 2% payment withhold directly to quality performance. Clinical failures and financial pressure show up in the same place.
    • One Story, Two Audiences: The CNO and CFO may be looking at the same problem from different chairs. Keep the numbers connected, but frame what they mean for finance, operations, and clinical leaders.
    • Run a Mission and Margin Audit: Before you approach a hospital, write out exactly how your solution affects patient care and exactly how it affects finances, so you can show the total value, not half of it.
    • Lead with Patients, Then Be Precise About the Money: Mission comes first, but leave no room for misunderstanding on cost and revenue. Build ROI from inputs the hospital can observe and verify, and show conservative, expected, and stronger cases rather than one number built to impress.
    • Write a Priority Hypothesis: Before asking for a meeting, answer four questions — what is this hospital trying to improve, which metric reveals the problem, what's made it more urgent, and what happens if nothing changes.
    • Prove It, Then Overdeliver: Case studies and pilots that track both clinical and financial metrics reduce risk for tight-margin hospitals. Once you're in, obsess over results — that's how small projects become large contracts.

    Read the full report: https://www.lisatmiller.com/wp-content/uploads/2025/01/Selling-to-the-Healthcare-C-Suite.pdf

    Learn more about Lisa at https://lisatmiller.com/about

    Book an appointment - https://calendly.com/lisa_t_miller/30min

    LinkedIn - https://www.linkedin.com/in/lisamiller/

    Learn about Lisa's Workshops:

    • https://fluentinhealthcare.com/
    • https://healthcaresalesmasterclass.com/
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    13 min
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