Sales Executive(US based) - 20640

Job Title: Healthcare Sales Executive (US Based)
Work Type: Independent Contractor | Remote | Fractional role
Salary : $3,000 USD/month (final offer depends on skills and interview with the client)
Working Hours: US Business Hours (1 day/week for a 12-month contract)

About the company and role:

The Client is a healthcare Revenue Cycle Management (RCM) firm with ~100 employees and ~$8 million in annual revenue. The Client serves a concentrated base of hospital and health system clients, and reducing revenue concentration is a strategic priority.

The Client's core differentiator is a proprietary analytics platform that connects revenue cycle operations directly to the income statement with actionable, drill-down insight that competitors' dashboards cannot match. The platform spans executive KPI summaries, scorecards, manager-level KPIs, AR valuation and reserves, and denials analytics. The Client is executing a deliberate strategic pivot from labor-based outsourcing (denials management, call center, and AR follow-up) toward a consulting-led model with a stated goal of reaching $15 million in top-line revenue by the end of 2027.



 

Two motions define the go-to-market opportunity. First, direct sales to hospitals and health systems, selling from the CFO chair down rather than one rung down at the VP of Revenue Cycle level, where most competitors sell and where methodology misalignment has historically created post-sale friction. Second, B2B channel partnerships with revenue cycle technology and services vendors that could embed or extend the proprietary solution’s analytics. The US hospital market is a niche, tight-knit universe of roughly 6,000 facilities where reputation and relationships compound, and sales cycles run from 3-12 months or more, aligned with annual hospital budget calendars.



 

Historically, all new business has come through the Founder's consultative selling and referral network. Prior attempts to hire salespeople failed. The previous sales hire generated no net-new closed business in 14 months on a high base salary. This hire was a relationship-only seller who could not run demos, build a pipeline, or execute independently. The active pipeline currently holds only three to four opportunities, and the Founder's referral network is aging.



 

The fractional executive role being filled is a Fractional Sales Executive. The Client needs a full-cycle doer who can build top-of-funnel demand, run discovery and demos independently, own proposals and follow-up, close new consulting and analytics engagements without requiring the Founder in every conversation, and has a network of health care CFOs. 

SCOPE OF WORK

The Fractional Sales Executive's primary responsibilities may include:

• Owning the sales pipeline end-to-end, including prospecting, discovery, demos, proposals, negotiation, and close, materially reducing the Founder's day-to-day involvement in selling
• Executing the CFO-first sales motion, translating the platform’s analytics into CFO-level financial language (AR days, bad debt expense, net revenue, AR valuation methodology) for hospital and health system buyers
• Building a repeatable top-of-funnel motion, including outbound prospecting to hospital and health system CFOs, and a structured warm-introduction process that systematically transitions the Founder's network relationships and the fractional sales executive’s network relationships to the sales function
• Identifying, developing, and advancing B2B channel partner relationships with revenue cycle vendors, including re-engaging previously active partner conversations that stalled 
• Standing up and managing a formal CRM with defined stages, entrance and exit criteria, and a weekly pipeline report to the Founder and leadership team
• Guiding and standardizing the sales collateral library, including pitch decks, one-pagers, demo scripts, objection handling, and ROI narratives, aligned to the company’s pillar methodology and approved messaging, built to an approve-once, reuse-many standard - can work with the core team to create marketing and sales collateral
• Supporting standardization of pricing in collaboration with the Founder, so proposals do not stall on ad hoc pricing decisions
• Applying disciplined qualification against the agreed Ideal Client Profile, including qualifying out wrong-fit prospects whose demands would strain delivery and culture
• Eventually learning to deliver the demo independently across its suites, and acting as a technical buffer who vets prospect data feasibility before engaging the analytics and engineering teams - understanding there is a ramp-up involved with this
• Operating inside the sales operating system, including participation in Weekly Dashboard Reviews and Monthly MAP Sessions, so there is one unified playbook rather than two competing approaches
• Recording external sales calls and capturing voice-of-customer insights to sharpen messaging, pricing, and vertical prioritization over time
• Documenting the sales-to-implementation handoff in coordination with the implementation team and the Client's project management tools (Asana, Microsoft 365, SharePoint)
• Ramping quickly on revenue cycle fundamentals, the EHR data landscape (Epic, Cerner, Meditech), and basic ETL concepts in order to sell credibly to sophisticated buyers
• Exploring the UK market for US-style private hospitals that could be a fertile field to teach them about healthcare finance in a model more consistent with ours
• Advising via their wisdom and feedback from the market on the marketing strategy - not executing it, but influencing what it can be to support their sales efforts and get more ICP candidates to raise their hand and set up a meeting

 

Out of scope:

• Building or managing an internal sales team, including compensation plans and quota management
• Marketing strategy, brand, content production, or website development (owned internally; a separate marketing scalability assessment is informing that function)
• Product development or engineering work
• Delivery and operations for existing client accounts, including day-to-day management of current client relationships
  
  
  
   

ADDITIONAL CONTEXT

Key Deliverables May Include:

• A documented, repeatable sales process with defined stages and entrance and exit criteria, managed in a formal CRM
• A standardized, approved sales collateral library (decks, one-pagers, demo scripts, objection handling, ROI narratives)
• A CFO-first messaging framework and independently deliverable demo narrative
• A qualified target list and outbound motion aimed at hospital and health system CFOs, plus a structured warm-introduction process for the Founder's network
• A channel partner outreach and development playbook for the vendor partnership motion
• Weekly pipeline reports with deal status, activity metrics, and strategic recommendations
• A voice-of-customer record from recorded discovery and demo conversations
• A documented sales-to-implementation handoff process
  
  
  
   

Success Metrics May Include:

• A repeatable prospecting and demo motion operating within the first 90 days
• Measurable growth in qualified pipeline beyond the current three to four active opportunities by the end of Q3 2026
• Re-engagement of previously stalled opportunities, including the vendor channel conversation that went cold
• Closing two smaller engagements or one outsourcing engagement by the end of Q1 2027
• A strong, qualified pipeline entering the 2027 hospital budget cycle, recognizing that hospital purchasing calendars may push closed-won revenue into Q1 2027
• Meaningful reduction in the Founder's weekly time spent on sales execution
• Contribution toward the Client's goal of $15 million in top-line revenue by the end of 2027
  
  
  
   

Concerns to Address:

• Sales infrastructure readiness is limited today. There is no standardized collateral, no formal CRM (deal tracking currently lives in a homegrown internal tool), and no standard pricing. Building this infrastructure is explicitly part of the scope, and early weeks will emphasize asset standardization alongside pipeline activity
• The Founder holds a high bar on messaging and collateral. A defined approve-once, reuse-many collateral workflow protects deal momentum and prevents approvals from becoming a bottleneck on live opportunities
• The strategic service mix decision (consulting- and analytics-led versus selective outsourcing) is being finalized in parallel. The Fractional Sales Executive must operate with ICP discipline as that decision lands, and scope emphasis may shift accordingly
• Hospital budget cycles mean closed-won revenue may not land until Q1 2027. 
• Leading indicators (qualified pipeline, demos delivered, proposals issued) are the 2026 scoreboard, and expectations should be set accordingly
• The Founder's referral network is the warmest available channel, but it is aging. A structured network transition plus net-new demand generation are both required, not one or the other