Neha Satya

I see HealthTech product teams making the same mistakes over and over, and it boils down to a few key themes (Btw this applies to start ups, established companies, and internal builders in a health systems) - sound product strategy starts with fully understanding needs & implementation pathways. A product thay doesn’t solve a need or is implemened poorly doesn’t get adopted. - one single product has multiple stakeholders, some of which will actually interact with your product, other others are affected up or down stream, others who are affected indirectly. You look like a bozo when you don’t know they exist. - there is often disconnect between your buyer (or descison maker) and your user(s). your user does not always have buying power, and sometimes your user and your buyer have different priorities. Don’t assume all groups are aligned. The good news is that a really well researched, developed, and implemented product will bring ROI to all stakeholders, but teams have to be able to communicate the different layers of value in order to get real buy in. please please please talk to real users and real buyers while you’re building. Not going to #HIMSS? Live vicariously through me and help me find two more peeps to get in Hotseat and give the real takes that founders need to hear!!! Tag them below. Blunt and honest, and all for the needs of the patient! #HealthTech #HealthCareInnovation #HIMSS2026 #ClinicianBuilders

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Interesting: Teladoc Health acquired Uplift for $30M in cash at 2x revenue multiple. UpLift (virtual therapy platform that raised $22M) generated $15M in revenue last year and brings: a) Insurance contracts covering 100M lives (the key missing piece in BetterHelp's cash-pay model) b) Over 1,500 mental health professional This deal exposes the fantasy world of valuations some are living in. I'm seeing healthcare "AI" startups (note: AI is just a word they slapped on their deck, in the back it's just IFTTT logic) commanding 50x revenue multiples while an established business with real customers sells for 2x. In a market where capital efficiency matters again, these real-world transactions tell us more than the PowerPoint fantasies ever could.

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Healthcare Product Teams That Win: You Can't Afford a PM Who's Learning on the Job Previously (https://lnkd.in/evdazGNW), I wrote about why business development is the unexpected starting point for healthcare product development teams. Today, I'm focusing on the essential role of product management. If you're building healthcare and life science products, your product manager isn't just any PM. They need specialized domain knowledge from the start. Here's why: Healthcare is complex, highly regulated, and nuanced, requiring an entire career to grasp. A talented PM without domain experience will eventually reach that understanding, but your clock is ticking. Every month spent learning basic terminology is a month your competition is talking to customers about real solutions. Every miscommunication with engineering due to domain confusion means wasted development cycles you can't afford. When hiring product leaders, I look for people who have built something similar. For example, if I'm building a radiology product, I would seek someone who worked on a PACS, viewer software, or something else in that domain. These unicorns are rare, and you may need to compromise a bit to get off the ground. If I’m forced to do this, I look for strength in adjacent areas: No radiology experience? Someone with lots of oncology exposure might have enough context to get started quickly. No pharma commercial experience? Maybe someone with medical affairs product experience can fill the gap. I recommend splitting the PM role for complex products needing significant customer interaction: 1️⃣ A senior PM who is responsible for strategy, customer meetings, and financial modeling 2️⃣ A PM closely aligned with engineering for implementation in the early stages of their career. This approach solves two problems. First, there aren't enough hours in the day for one person to feed the engineering team AND be available for customer calls and research. Second, it prevents a dangerous single-person dependency when hard-won product knowledge is concentrated in one individual. In my next post, I'll cover the engineering leadership requirements that complete the healthcare product development trifecta.

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Product managers are fully accountable for outcomes. All of them. Financial outcomes. Usability outcomes. Revenue outcomes. Adoption outcomes. If your product touches it, you own a part of it. Take a simple example. You launch a new product in January with a projection of ten million dollars in bookings by year end. June rolls around and you have only two million dollars. That is not just a sales problem. That is your problem too. A strategic product manager steps in. You work with sales to figure out what is blocking momentum. You dig into the pipeline to understand why it is thin. You partner on messaging, refine the value proposition, and make sure the market understands the problem your product solves. You do the heavy lift of finding friction points in the buyer journey and removing them. You help get the story back on track. The same applies to every other outcome. If adoption is sluggish, you do not wait for customer success to fix it. If usability complaints spike, you do not assume UX will magically make it better. If renewal rates dip, you do not expect account management to have all the answers. Here is the harder truth. Many organizations still do not understand this level of accountability for product managers. They will point to marketing and blame messaging. They will point to RevOps and blame enablement. They will point everywhere except the function responsible for the business of the product. Strong product managers help their organizations evolve. You show what real product ownership looks like. You lead by stepping into the gaps, not stepping around them. You guide the company to see that product outcomes are shared outcomes, and product managers are central to achieving them. That is how you earn strategic influence. That is how you build trust. And that is how you deliver meaningful results.

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If you’re still thinking of pricing as a line item, you’re already behind. In healthcare, climate, and infrastructure, your revenue model is your system design. It’s how you -->Align incentives across fragmented stakeholders, Capture value across time and interface, and Preserve mission without sacrificing scale. I just helped a women’s fertility platform re-architect their monetization model into three distinct revenue streams: DTC, reimbursable care, and B2B SaaS for providers... all without diluting their core product or confusing the user. This results in inncreased LTV, more aligned stakeholders, and a system that can actually scale. I believe every early-stage founder in complex categories should be designing hybrid revenue models from day one. 👉 Read the full piece on Substack: https://lnkd.in/gt9PcfKN

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(Post 2 of 2 - see comments for part 1) When you hear a payer say “we pay out 97% of claims:” or you hear a provider say “our denial rate is 23% from this payer?!”, the denial metric used (initial, final, $ vs #, etc) and the denial definition (which CARCs and RARCs are included/excluded) make a HUGE difference.  Both of those numbers can be (and actually are) true. A payer may EVENTUALLY pay out SOMETHING on 97% of claims…but that is after thousands of hours of rework and administrative costs, and includes partial payments. Providers claiming 23% denial rates are probably using initial denial rate and including Unbundling and Duplicate Claim denials, which can MASSIVELY swing the rate, but aren't really valid denials (e.g. most unbundling denials are really just contractuals…and duplicate claims are usually informational). One real world example from a client…Initial Denial Rate (using billed amount) of 23.5%. When you exclude Unbundling and Duplicate claims that drops to 9.3%. And if you want to not blame the payer for Eligibility and COB denials, that drops even further to 7.3%. Still a huge number, but not the clickbait numbers you see in every news article. For rev cycle teams, understanding the real definition of a denial can have big impacts on operations. If you don’t have good visibility into why denials are happening you won’t be able to efficiently route and correct them. And in many cases, the payers are sending shotty reason codes back and you have no way to document and communicate these issues at scale. In Managed Care, you don’t want to just bang your fist on the table claiming super high denial rates that aren’t valid. You need to have focused, accurate and factual issues to bring to the payer (and in many cases, they may be issues on your side that you want to collaborate with the payer on). Denials are just one of the MANY hurdles providers have to deal with just to get paid for taking care of patients. In future posts I’ll talk about the impact of deductibles/co-pays, downcoding/downgrading, EDI rejections and more. At Anomaly we have spent an inordinate amount of time with modern tech and people way smarter than me (not that hard) to help healthcare organizations try and make sense of this stuff and we are having a lot of fun doing it. One other note: "Revenue Cycle" isn't even a thing in other industries or countries...it's called the "Accounts Receivable Department". In US healthcare, it's a $150-$200 BILLION industry. So stupid (and yes, I'm aware that this complexity is what pays my bills...still stupid).

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Growth in healthcare is a strange thing. In most industries, growth from repeat users = great product. In healthcare? That probably means your product didn’t work. If same customers keep coming back, something’s wrong. Retention = failure. The standard success metrics of business should not apply to healthcare. We’ve had over two decades of innovation in health (specifically digital health): 👉 Digital health platforms 👉 Wearables 👉 Preventive care startups 👉 Healthy food products 👉 Nutrition coaching apps Millions of users. Billions in funding. And yet... we're seeing a rise in obesity, diabetes, cardiovascular issues, and chronic conditions. So what’s not adding up? If preventive care is working, shouldn’t pharma sales for lifestyle diseases be going down? Why aren’t we seeing that? It’s not just a market gap. It’s a signal. Of something broken. Of something unsolved. A paradox where healthcare innovation is booming — but health outcomes are not. And maybe, just maybe... the goal of healthcare should be to make itself redundant. A world where the industry dies because people are truly well. #Justathought #HealthcareParadox #MetabolicHealth #DigitalHealth #FutureOfHealth #PreventiveCare #HealthInnovation #IronicTruths

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A $𝟯𝗕 health system. 𝗔𝗜 at the core. And a partner who said: "Few connect 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 to 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 like 𝗜𝗱𝗲𝗮𝘀𝟮𝗜𝗧.” Reese Gomez, Founder & CEO, SalesSparx LLC, shares what made this partnership different, from solving complex AI problems in clinical settings to reducing a startup’s 𝟭𝟴-𝗺𝗼𝗻𝘁𝗵 roadmap by 𝟲 𝗺𝗼𝗻𝘁𝗵𝘀. Watch the full video here: https://lnkd.in/ezkAxs5m #AIPartnership #TechPartnership #HealthcareInnovation #AIinHealthcare #SalesSparx #Ideas2IT

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If you automate confusion, you scale chaos. Every founder wants leverage. So they start throwing AI at their workflows, email outreach, onboarding, reporting, you name it. Here is the problem with this: If your offer is unclear, your funnel is leaky, or your user journey is broken, automation just multiplies the mess. I have seen teams burn weeks building AI agents that book meetings for a product no one really understands. Or launch AI-powered onboarding flows when the core value prop still confuses users. Here is the smarter play: Use AI to sharpen clarity before you scale execution. - Use ChatGPT to rewrite your landing page until it actually converts. - Use Claude to analyze user interviews and spot friction points. - Use voice-to-text tools to turn sales calls into insights, not just notes. Automation is leverage. Clarity is what makes leverage work. Do not scale noise. Sharpen the signal first. What is a useful (not trendy) AI tool you have added to your stack lately?

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Here’s something I’ve been thinking about lately: what if we approached RCM like a product team approaches UX? → Patients = users → Payments = conversions → Statements = the interface That would mean: 📉 Mapping where patients drop off between estimate and payment 🧪 Testing different formats, reminder timing, channels 🎯 Optimizing for ease and trust — not just collection speed It’s already happening in some systems — and it’s changing how they build loyalty. 💬 Anyone experimenting with this approach? Share an example in the comments — I’d love to hear what’s working on your side. #RCM #PatientBilling #ProductThinking #HealthTech #DigitalHealth

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What I actually do as a digital health product manager People think product managers just “coordinate” or “take notes.” But here’s the truth: In healthcare tech, a PM is part strategist, part translator, part therapist. Here’s what my work actually looks like: • I speak to nurses, doctors, and admin staff to understand their pain points, things that make or break their workflow. • I turn those into feature ideas or fixes, but not blindly. I prioritize based on what’s urgent and what’s possible within our tech scope. • I explain user pain to developers in their language. Then I explain technical limitations back to the users in their language. • I test, fail, ship, and learn because health products can’t just look good; they need to work in real, high pressure settings. Recently, I worked on digitizing the patient registration and transfer process for multiple clinics. That sounds small. But for staff, it meant no more double entries. For patients, it meant they didn’t need to retell their full story at every clinic. That’s impact. Quiet, but real. I don’t build loud products. I build the ones people rely on when it matters most. #LifeOfAPM #ProductManagerInHealthTech #HumanCenteredDesign #EMRSystems #voiceOfTheProduct

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6 things we heard at #HLTH2025: AI shaped nearly every conversation this year. Across panels and product demos, founders and operators showed how agentic systems are already delivering results in healthcare. Here are a few things that stood out 💡 🗣️ Voice AI is accelerating and getting busy. Startups such as Hyro and Prosper AI are helping care teams cut call times by up to 90%, with the race now centred on customer acquisition speed 💻 Big tech is moving deeper into healthcare. Google, Microsoft and Palantir have developed solutions for hospitals and clinicians, signalling their willingness to move beyond infrastructure 🧠 Clinical AI is gaining ground. New diagnostic tools, sensors and home testing are expanding innovation into regulated areas of care where moats may be more defensible 📊 Data has outpaced delivery. Providers have access to unprecedented insight, yet systems and incentives need to evolve to keep pace and take action on those insights at scale 💊 Pharma is setting the benchmark. We heard how Amgen and BMS have embedded AI into daily operations and are leveraging new AI agents for core business processes 🏥 Health systems are seeing measurable gains. Documentation, prior authorisation and revenue cycle management are leading early success stories, with triage and staffing close behind Across HLTH USA, one phrase captured the new reality: "Momentum is the moat." In a crowded field, speed and adoption are the new differentiators. 📖 Read the full recap here: https://lnkd.in/gsznQKrC Kienan O'Brien | Neil Patel | Justin Gernot | Patrick McDonagh | Nicholas von Horn | Samantha Lynch

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As a product leader, consistent communication with company leadership is one of your most powerful tools. It’s how you ensure your product strategy aligns with the broader company mission and goals, and how you create a shared understanding of progress, priorities, and pivots. One practice I’ve found especially impactful is sending a weekly product memo to the leadership team. This simple habit keeps everyone aligned on: - What’s happening this week across product teams - Key discovery or analysis underway - Progress against roadmap milestones - What to expect next These updates don’t just keep leadership informed, they create a feedback loop. Leaders can quickly identify if the team is spending time on work that’s no longer a priority, highlight strategic gaps, or suggest pivots early — before significant time or resources are invested. That kind of agility is how great teams stay aligned and impactful. They also serve as a valuable archive. Over time, you can reference them to evaluate your own strategy, coach product managers more effectively, and demonstrate progress with clarity. Bonus idea: Try using something like NotebookLM to turn each week’s update into a short podcast or audio summary. It’s a low-effort way to make updates accessible for leaders who prefer listening over reading.

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HealthTech POV. Part 3. The GTM mistakes that quietly kill momentum in regulated markets. Most HealthTech GTM failures are not dramatic. They do not explode. They erode. Pipeline exists. Demos land. Deals start. Then momentum fades. Here is why. Teams optimize for activity instead of signal. More leads. More meetings. More decks. But not better qualification or sharper positioning. Sales is pulled in too early or too late. Too early and the product cannot deliver yet. Too late and buyers have already formed opinions without you. Marketing talks in features. Buyers buy outcomes. Messaging sounds impressive but fails to answer one question: “What will be different after we deploy this?” Founders stay in every deal too long. Founder-led selling works. Founder-dependent selling does not scale. GTM is built for speed, not trust. In regulated markets, trust is the velocity. Anything that undermines it slows everything else down. Incentives reward closing, not learning. Teams chase logos instead of insight. The same objections appear again and again. Nothing changes. The result. A GTM engine that looks busy but compounds friction instead of clarity. This matters most if: – your sales cycles are long – your buyers are risk-averse – your product lives inside workflow Part 4 is coming next. It will cover what scaling actually requires once GTM is working. If you want this broken down for your stage or market, say so. I’ll tailor it. 👇 Follow for more HealthTech POV, GTM strategy, and building scalable revenue engines.

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My team has helped health systems with 300+ Digital Health implementations. The 5 things those with the highest patient adoption do differently: 1️⃣ Patients are given access to the tool across multiple channels, well beyond just the patient portal. Yes, it should have a launch point from the patient portal (e.g. Epic MyChart) - but patients should still be able to access it directly from a separate mobile app, web app, SMS, email, etc. Today, we work with health systems who tell us their patient portal has less than 50% patient adoption, or that have patients who don’t like or want to use the patient portal, etc. Through a multi-channel approach, we have some health systems getting 90%+ patient adoption of SeamlessMD. I know you love your “EHR patient portal-only” strategy, but don’t you love patient accessibility more? 2️⃣ Physicians directly promote the tool to patients. Same way that a doctor telling patients to follow a treatment plan drives adherence, it’s true for Digital Health tools too. Even if it’s just 15 seconds to say: “hey, we have this great digital care journey platform to help educate and monitor you throughout your surgery. Patients who use it feel more confident, less anxious and have better health outcomes. My team will tell you more about it” makes a HUGE difference in driving up patient adoption. 3️⃣ Obsess over the adoption metrics and driving them up Every month, every quarter they are looking at which clinical areas have high vs low adoption - and doing something about it when adoption could be better. After 12+ years of doing this, my team has so many best practices and strategies for tackling patient adoption. But sharing those insights is meaningless if the health system isn’t motivated to get better adoption. But those who deeply care about getting results? They use every trick in the book that we know, and they’re getting amazing 90%+ patient adoption. 4️⃣ Tool is standard of care: it’s opt-out (instead of opt-in) The highest performing health systems don’t make things complicated. They keep it simple for both patients and their clinical workflow by promoting and recommending the tool to everyone. The ones with the lowest adoption? They’ll look at a patient and think “they look too old to use Tech” and just assume they can’t and won’t use it. I’m telling you - we’ve had patients in their 80s and 90s use Digital Health and say they love it! Don’t judge. Make it standard of care. Let patients opt-out if they want. But stop assuming. Give patients the benefit of the doubt they can do things. 5️⃣ Keep educating and promoting the tool throughout the entire episode of care Yes you could just promote the tool when you first enroll patients. But health systems who re-promote it during an in-patient stay, and re-promote it at discharge and whenever else possible - always get higher adoption and engagement. *** What would you add?

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