Couverture de Selling to Healthcare with Lisa T. Miller

Selling to Healthcare with Lisa T. Miller

Selling to Healthcare with Lisa T. Miller

De : 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 Economie Marketing et ventes Politique et gouvernement
Épisodes
  • 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
  • Million-Dollar Deals Against Billion-Dollar Firms | E.34

    Million-Dollar Deals Against Billion-Dollar Firms | E.34
    Oct 18 2026

    In episode thirty-four of "Selling to Healthcare," Lisa T. Miller opens up about her own company and what it actually took to win million-dollar deals against billion-dollar consulting firms. It starts with a compliment that stung — a client calling her firm "the best kept secret out there." The results were strong, but the firm was invisible, and every new client meant starting from zero.

    Lisa traces how hospital selling has changed since her early days at Stryker in the nineties — from ROI-driven approvals and empowered mid-level buyers to buying committees and champions who go silent. Up against firms with sales armies and full-page trade journal spreads, she couldn't outspend the competition, so she focused on what she could control: being more useful, more specific, and more strategic.

    That focus became the C-Suite Stack: be valuable, be different, and be discovered. Lisa explains why selling your product isn't on the list, how deep research turns a salesperson into a business consultant, why performance-based pay wasn't enough on its own, and how a patented invoice analytics tool came from understanding the customer's problem better than anyone else. She also shows how a library of roughly two hundred videos and research reports — and one targeted campaign built around a single client win — brought CFOs, CIOs, and COOs to her asking for a call.

    This episode offers a practical blueprint for smaller healthcare companies competing against bigger, better-funded rivals, closing with a simple exercise: name the one thing your company does that a competitor couldn't easily copy, then check what a CFO would find if they searched for the problem you solve today.

    Highlights of this Episode Include:

    • From Best Kept Secret to Sought After: Great results mean little if executives don't know you exist — Lisa's firm wasn't failing at delivery, it was failing at visibility.
    • The C-Suite Stack: Be valuable, be different, be discovered. Selling your product isn't on the list — the sale is the byproduct of the goal, not the goal itself.
    • Research Before the Pitch: Understand your buyer's problems as well as your own products and you become a business consultant who happens to sell something — the one who shows the executive the multi-million-dollar problem nobody told them they had.
      Differences That Can't Be Copied: Performance-based pay proved Lisa's commitment to results, but competitors could replicate it. Her firm's patented invoice analytics software couldn't be — and it came from understanding the problem, not from hiring the best computer scientists.
    • Incremental Difference Is a Race to the Bottom: "Faster" and "cheaper" lead to a place where everyone loses. If you want to be truly different, the difference has to be real.
    • Engineer Discovery: The sale begins before you know who your future customer is. Instead of fighting past gatekeepers, build a body of work that leads executives to find you and ask for the meeting.
    • Content vs. Value: Don't say what everyone already knows. Lisa's client-win video campaign — real numbers, a simple sign-up page, a no-pitch note to select CFOs and COOs, and a question that hit a nerve — brought in multiple six-figure deals.

    Read the full articles:

    • https://www.selltohospitals.com/p/the-c-suite-stack
    • https://www.selltohospitals.com/p/c-suite-selling-system
    • https://www.selltohospitals.com/p/why-selling-into-the-c-suite-is-no

    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
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