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What are the challenges for digital health startups selling to other startups, and how do they differ from those selling to legacy providers?

Brendan Keeler

Head of Product at Flexpa

If you're selling to traditional health systems, if you're selling to payers, because of HIPAA and the way that it makes them think about technology adoption because of the HL7 standards and other things that slow your deployment, so many startups just wither on the vine because they build something cool. Doctors want it, and then they can't get it to be integrated. Or even before the integration, they can't get it through all of the hoops they have to jump to get approval from the administrators of the hospital. Somebody was saying that the average CTO of a hospital sees something like 30 or 40 in new technology inbounds a week in a big hospital system, so they're flooded and unable to process everything that they need to do. Good hospitals / integrated delivery networks prioritize effectively and can get things through faster, but it's still not the same as the speed of a startup.

When I was at Redox, we saw so many of our customers just not be able to get through to customers who wanted to buy their software because of the lethargic pain of months of security and contracting.

The problem does happen whenever you sell into large enterprises regardless of healthcare or not. I'm definitely cognizant of that, but the intricacies of the healthcare ecosystem just accentuate that and make it just double or triple, and that's why there're people like, "I'm going to go back to selling just enterprise SaaS instead of healthcare because to watch something die, a really good idea that could make an impact and save lives or help physicians be happy at a time when burnout is higher than ever, it just sucks. It's a shitty feeling.

Find this answer in Brendan Keeler, Senior PM at Zus Health, on building infrastructure for digital health
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