Most healthtech products don't fail. They go to market in the wrong order.
I help healthtech and medtech companies get to revenue by getting the order right.
For AI-enabled devices, SaMD, diagnostics, connected products, and regulated healthtech.
I help healthtech and medtech companies get to revenue by getting the order right.
For AI-enabled devices, SaMD, diagnostics, connected products, and regulated healthtech.
Sometimes the product needs work. More often, the expensive mistake is the order.
Three patterns. None is a failure of intelligence. The terrain sets these traps, and most companies hit at least one before they can name it.
You're aimed at too many markets, or the wrong one. Eleven ICPs and a story for each, or one segment with no budget owner who can sign at your stage. You optimized for who was excited, not who can move a contract.
The pilot succeeded and the deal still stalled. Your champion loves it but can't move it past compliance, procurement, and a missing payment path. Even a yes can't turn into a PO.
You're clearing a regulatory bar you may not need yet. A submission can add a year before you can charge anyone, when a wellness-first path might get you to revenue now. The goal isn't to dodge regulation. It's to sequence claims, evidence, and revenue in the right order.
The first two look like sales problems. The third looks like compliance. Usually it's neither. It's a sequencing problem.
Commercial, regulatory, and reimbursement questions don't show up separately in real life. They collide in one decision: which market can buy, what evidence is required, what claims you can make, and whether anyone can pay.
Most companies solve this by hiring a market strategist, a regulatory consultant, and a reimbursement consultant, then reconciling answers that don't agree. I do the diagnosis across all of it and deliver the commercial and data-governance work myself, bringing in vetted partners when the regulatory filing or payer strategy needs specialist depth.
At AliveCor, I made these calls from the inside, sequencing what could ship as wellness against what needed clinical validation, through to an FDA-cleared cardiac product on the Apple Watch. I've also held CISO and DPO roles at four regulated companies while running product, which is why the privacy and data side stays with me.
You get one coordinated answer, not three invoices and a translation problem.
Name the decision in front of you. Each one has a focused engagement behind it, and the diagnostics credit toward the deeper work.
Narrow too many segments to one beachhead, or find out why the GTM you're already running isn't converting. You leave with a ranked first market, the people who have to say yes and the ones who quietly kill it, the evidence and reimbursement and regulatory gates, and a 90-day plan. First Read works from my buyer knowledge; Market Read adds live buyer interviews, and tells you when a warm "this looks great" from every one of them means vitamin, not painkiller.
Book a fit callTurn one segment into a closeable enterprise motion: what the buyer needs to see, what procurement will ask for, what evidence has to exist, what claims you can safely make, and what changes in the deck, demo, security packet, and pilot design. Regulatory and reimbursement pieces come from specialists, folded into one buyer-facing story. As employee number one at a clinical trial tech company, this is the work that narrowed us to two workflows, landed a top-five biopharma, and grew revenue 200% year over year.
Book a fit callIs your data a second revenue line, the moat you should protect instead of sell, or noise you're overvaluing? And if you're weighing whether to add sensors to a product that doesn't have them: is there a buyer for that data, and does the chip pull you into FDA scope? You get the verdict, who pays, and the consent and governance read that decides whether the data is sellable at all. From there I build the model and buyer path, so the first buyer conversation is specific enough to test.
Book a fit callThe hardest call I'll tell you about went the other way. As an EIR at the University of Michigan, I evaluated a voice-AI mental health product with a psychiatrist inventor. The technology worked. Every psychiatrist I interviewed said a version of "that looks cool," and not one said "I need this." No workflow pain, no billing hook, no urgency. I called it a vitamin, not a painkiller, and recommended licensing the technology instead of building a company around it. That is the verdict a Read is built to reach, before you spend the year and the round.
Here's what that means for you: I know what your future buyer, your regulator, and the diligence committee on your next round will ask, before you do.
"Arvita crushes challenging problems and creates order where there is uncertainty. I hired her, and she became an integral member of the leadership team. I hired her again to join me on the founding team at Korio."
"I love Arvita's discipline and the structure of her thinking. Her work was thorough, well-organized, and genuinely useful."
Twenty minutes. We'll find out whether the decision in front of you is one I can help with, and what working together would look like. If there's not a fit, I'll say so.
Best fit for funded teams facing a market, regulatory, or data sequencing decision in the next 30 to 90 days.
Book a fit call