The Question That Kills Health System Deals: "Whose Job Is This?"
Sales doesn't ask. Marketing doesn't know. Your champion walks into the CFO's office with a demo recording and hope.
Somebody one finally asks out loud in a pipeline review meeting: âWhose job is it to help our POC sell this internally?â
The VP of Sales looks at marketing. The marketing lead looks at sales. Long pause.
In my last article, I walked through the buyerâs journey and its most fragile stretch: internal selling, the months where your champion pitches your solution to finance, IT, clinical leadership and compliance without you in the room. Today: whose job it is to support that champion.
Nobody owns champion enablement, and thatâs why it doesnât happen.
Sales brings what they hear in the room. Marketing brings the research and the craft. Neither can build the kit alone.
Think about what the champion needs during those months. They need materials: a cost case for the CFO, an integration answer for IT, an outcomes story for clinical leadership. Well-crafted, audience-specific materials that make a complicated case simple.
Sales hears which objections come up every time, which proof points land, which phrasing makes a health system CFOâs ears perk up. What sales canât do is stop working deals to produce polished, reusable materials. The deck a rep builds at 11pm the night before a meeting serves that meeting, then never gets opened again.
Marketing can produce those materials beautifully and keep them consistent across every deal. And marketing brings something sales canât: tested evidence. Customer and prospect interviews, message testing with panels of the people youâre selling to. Iâve used Wynter to put messaging in front of healthcare executives, and I can tell you itâs a humbling exercise. Lines the whole team loved will fall flat with the people who hold the budget, and you want to learn that from a test panel, not from a champion bombing in a boardroom.
This is also your check against instinct: what works for your most experienced rep might work BECAUSE theyâre experienced, or because theyâve golfed with that accountâs COO for six years. A champion presenting alone inherits none of that relationship, so the materials canât depend on it.
And sometimes thereâs no sales pattern to consult at all. Plenty of health tech companies moving upmarket have never sold into a hospital. They built their motion on independent practices, urgent care clinics, or senior living operators, the founder closed those early deals on relationships and speed. Now theyâre staring down an 18-month health system journey with zero reps whoâve run it before. Research is the best way to know what the CFOâs objection will be. That research is marketingâs job.
So the kit takes three ingredients: what sales hears deal to deal, the tested evidence marketing gathers, and the craft to package both.
The test your content is failing
In most health system deals, you canât reach the buying committee. Your emails donât land in the CFOâs inbox, your ads donât follow the CMIO around, and the âsurround the accountâ playbook the ABM platforms sell assumes access you donât have. The committee gets your message one way: through the championâs retelling of it.
Which gives every asset one job. I call it the retelling test: can this survive being presented by someone who isnât you, to someone who cares little about what your product does and a great deal about what it costs, risks and changes?
Most content flunks it. Case studies written to flatter the vendor flunk it. Feature one-pagers flunk it. The 40-slide overview deck flunks it spectacularly.
What goes in the champion kit (and who brings what)
A champion kit is a small set of assets with one purpose: making your champion look prepared in rooms youâll never enter. Here are the core four, each one built by both teams:
The two-page ROI brief. Written for the CFO to read on their own. Total cost against the current workaround, time-to-value, and the assumptions stated plainly so the CFO can pressure-test them. Marketing drafts it; sales pressure-tests it against the pushback theyâve heard from real finance leaders. If the numbers are modeled rather than measured, say so on the page. A finance leader trusts a labeled estimate far more than a suspiciously clean one.
The board-ready slide. One slide, maybe two. The problem, the cost of it, the recommendation. Your champion should be able to drop it into their own internal deck without editing, which means it carries their organizationâs framing.
Those first two arm the money conversation. The next two arm the pushback.
The objection pre-pack. The predictable pushback, answered in writing: integration load, security posture, implementation timeline, âwhat happens if this fails,â and in most health tech categories, the incumbent question, some version of âwhy canât our current platform just do this?â Nobody knows this list better than your sales team, because they hear it weekly. Marketingâs job is getting it out of their heads and onto pages a champion can hand over, then testing the answers with people who match the buyer. Pick any deal in your pipeline and ask whether the champion could answer each objection right now, in writing, without calling you.
The reference on speed dial. One customer whose size, setup and situation resemble the buyerâs, prepped and willing to take a call. Marketing owns building that bench and keeping it warm, because scrambling for a reference at month 13 reads as what it is.
None of this takes a bigger team. It takes moving effort off the top of the funnel, where most health tech marketing is already overspending, and onto the stage where your real revenue is stuck.
And yes, that redirect has a cost your board will notice: lead volume dips for a quarter or two, and lead volume is the number they see. Have the math ready. Two stalled health system deals in month 12 of an 18-month journey represent more revenue than everything your top-of-funnel work will produce this quarter, and those deals are dying for lack of a document that costs a fraction of one campaign to build.
The sentence for your board: âWe moved effort from filling the pipeline to unsticking the revenue already in it.â A board that pushes back on that trade is measuring the wrong end of the funnel, which is a different conversation (and a more important one, but thatâs another issue).
The loop that keeps the kit up-to-date
The kit only stays good if both teams keep feeding it. Sales brings back what theyâre hearing, marketing turns it into assets, sales reports whether the assets worked. Two questions in the deal process keep that pipeline flowing:
âWho else has to say yes to this, and what will they push back on?â
âWhen you take this to [finance / IT / clinical], what do you want in your hands?â
That second one is a content brief disguised as a discovery question. The champion will tell you, in their own words, what asset is missing, and your sales team is the only one positioned to hear it. Marketingâs end of the bargain: treat those answers as the content roadmap. Salesâ end: report back on what landed and what fell flat, because an asset that failed the retelling test needs to come back to the shop.
Run the loop and you build a library that answers questions before champions ask them. Skip it, and marketing produces beautiful materials about the wrong things while sales rebuilds the same ugly deck every quarter, and both sides wonder what the other one does all day.
The loop doubles as your shared early warning system, too. When champions request materials, deals are moving. When a deal goes silent and no one inside the account has asked for anything in weeks, your champion is drowning. One useful document sent through the rep (âthought this might help with the finance conversationâ) does more than any re-engagement sequence.
The bottom line
Your champion is carrying your deal through the longest, most fragile stretch of the journey with whatever the two teams have put in their hands. Audit that together. Pick your three most important stalled deals, get sales and marketing in one room, list what each champion would need to answer the money, risk, workload and outcomes questions, and count how many of those assets exist. The gap you find is this quarterâs content plan, and for once itâll be one both teams believe in.
P.S. Next up in this series: why the persona deck gets this wrong, and what to build in your CRM instead.
That audit will show you this gap. My Marketing Engine Diagnostic scores your engine across five dimensions and shows you where the gap ranks.
Keep Reading
The Revenue Hiding in Your Pipeline â what conversion youâre already leaving on the table before you spend another dollar on leads.
You Probably Donât Have The Marketing Problem You Think You Have â the four patterns these four fixes map back to, and why founders usually misread which one theyâre in.
Selling to Health Systems Starts with Knowing the Journey, Not More Leads â Three healthcare buyers, three completely different timelines. Most stalled pipelines are a misread journey, not a lead problem.
About the Author
Heather Lodge, Fractional Chief Marketing Officer, The Hybrid CMO
Heather helps bring clarity to growing health tech and healthcare service companies that have the marketing talent but lack the strategic direction. She helps establish clear market positioning, lead focused account-based marketing programs and build the systems and teams needed to scale effectively. Heather takes the team and the budget you already have and makes them work harder. The right problems, the systems underneath, every dollar tied back to pipeline.