VP of Sales | Strategic Plan

The Path to
Procedure Initiative

Turning case completion into a repeatable commercial system

Brandon Pritchett | Regional Sales Leader, Spinal Simplicity

My thesis

We don't have a
prescriber problem.

We have a completion problem.

We have spent years adding prescribers. The constraint isn't how many providers know our name — it's how many identified candidates actually reach the procedure.

The opportunity

Two ways to grow. We only manage one of them.

Both add cases. Only one of them we currently measure, coach, and forecast against.

What we optimize today

Top of funnel

More trained prescribers
More accounts opened
More calls, more in-services
More candidates identified

Real work. Necessary work. But it stops at identification.

Where the revenue leaves

Identified → completed

Most identified candidates never reach a procedure
Every one is already qualified and already ours
No acquisition cost to recover them
No one currently owns this number

This is the cheapest growth available to us.

The diagnosis

It isn't one hole. It's a dozen small ones.

Every stage between diagnosis and procedure has its own failure mode — and each one leaks quietly.

No single fix solves this. A dozen small leaks need a system, not another initiative meeting.

Why it leaks

Right now, the rep is the system.

Case completion depends on memory, relationships, and a rep physically standing in the office.

1Heroics don't scale Our best reps close the gaps by force of will. That works in a territory. It does not work across a national organization.

2Turnover erases the process When a rep leaves, the pipeline leaves with them. Nothing is written down anywhere the next person can find it.

3Bandwidth caps our growth Every new product launch competes for the same rep hours. We cannot add volume by asking for more hours.

4No shared record exists Clinic, rep, and HQ each hold part of the picture. Nobody holds all of it, so nobody can act on it.

A VP's job is to replace heroics with a system that produces the same result without them.

The plan

The Path to Procedure Initiative

Four pillars. One outcome: every identified candidate is tracked until they complete, or we know why they didn't.

Pillar one

One shared record

Every identified candidate is entered once and visible to clinic, rep, and HQ from that moment forward.

Pillar two

Automate the follow-through

Education, reminders, and status nudges run themselves. The system chases the patient so the rep doesn't have to.

Pillar three

Purposeful rep visits

Reps get alerted when a case actually needs them. Every visit has a reason attached to a name.

Pillar four

Visibility clinic to national

Completion rate and stall points roll up by clinic, rep, region, and nationally — in real time.

The enabler

What the technology has to do

Capability requirements, not a vendor pitch. Whether we build, buy, or partner is a second decision.

Documentation assist

Checklist-driven notes built to payer criteria, so cases don't die on paperwork.

Patient education

Automated education and reassurance from the moment a candidate is identified.

Status tracking

Imaging, authorization, and scheduling status visible to everyone at once.

Rep alerts

Escalation when a case stalls, so the rep shows up for a reason.

Pipeline & forecast

Live pipeline by clinic, rep, and region with real forecasting.

Coverage watchdog

Monitoring for payer policy changes before they cost us cases.

Guardrail: this is documentation and workflow assistance — never clinical decision-making. That line is not negotiable.

The field impact

This amplifies reps. It does not replace them.

Our reps are our advantage over every plug-and-play competitor. The system protects that advantage.

A rep's day today

Chasing status by phone and hallway
Sitting beside the scheduler to get a date
Finding out about a cancellation after it happens
Drop-by visits with no agenda
Selling time lost to administration

A rep's day after

Opens the day to a prioritized list of cases
Walks in with a named reason to be there
Alerted before a case stalls, not after
Coaches providers instead of chasing paper
More selling hours, same headcount

The reps who adopt this first will out-earn the ones who don't. That's how I'd drive adoption.

The HQ impact

What leadership finally gets to see

Today we manage the field on lagging indicators. This gives us leading ones.

1Utilization by prescriber Which trained providers are actually producing — and which need a rep, not another in-service.

2Drop-off by stage Exactly where cases die, by clinic and by region, so coaching is targeted instead of general.

3Forecast we can trust A pipeline with real stages behind it, not a rep's gut feel at the end of the month.

4Launch readiness When we roll out a new product, we can see adoption by account in weeks, not quarters.

Same question every quarter — 'where are we?' — answered from a screen instead of a scramble.

The approach

Build it right in Q3. Prove it by Q1.

A 180-day plan. Build and stabilize through the back half of this year, then produce results we can trust.

Q3 · Month 1

Build

AI-accelerated build, not a year-long project
Configured to how our field actually works
Baseline capture set up from day one

Q4 · Months 2–3

Implement

Deploy to the first clinics
Train reps, providers, and schedulers
Work out the bugs until it runs clean

Q1 · Months 4–6

Measure

A full quarter of clean operating data
Measure lift against the baseline
Decide: scale, adjust, or stop

Six months gives us a real answer. Ninety days would only give us a guess.

How we'd measure it

Five numbers I'd be held to

I'd set the targets with leadership before we start, not after.

1Completion rateIdentified candidates that reach a procedure

2Time to procedureDays from identification to completed case

3Cases per repMonthly output per rep, same headcount

4Prescriber utilizationShare of trained providers actively producing

5Forecast accuracyPredicted vs. actual case volume

Completion rate is the one I'd put my name on.

If I get the role

My first 90 days as VP of Sales

The initiative is one part of the job. Here's the rest of it.

Team

Ride along with every rep in the first 45 days
Assess talent honestly — who to develop, who to replace
Define what good looks like, in writing
Build a weekly coaching cadence that survives me

Process

Standardize the sales process end to end
Rebuild forecast discipline and pipeline hygiene
Review territory design against real opportunity
Stand up the Path to Procedure build

Growth

Protect and accelerate current product launches
Rank accounts by upside, not by history
Set a clear number for the year and own it
Report to leadership on a fixed rhythm

The ask

What I'd need from you

Four things — and the economics of the first one have changed completely in our favor.

1A right-sized budget A fraction of what this build would have cost two years ago. AI changed the math.

2A first group of clinics Accounts where the relationship is strong and the practice is looking to grow.

3An executive sponsor A senior leader who owns this at the top and can clear internal roadblocks fast.

4A baseline and agreed KPIs We set the starting number in Q3, then agree the targets we're measured against.

I've done the due diligence on the build, on what current AI capability actually makes possible, and on what it takes to execute. I have the resources ready to go.

In closing

Every candidate we identify
and lose, we paid for twice.

Once to find them, and again in the case we never booked. I want to own that number, and I'd like the chance to prove it over the next two quarters.

Thank you. Questions?

Appendix

Concerns I'd expect, and how I'd handle them

1Reps won't adopt it Start with volunteers, not a mandate. Publish results. Let compensation and peer pressure do the work.

2Clinics won't change workflow White-glove setup. We do the work for them; they don't self-serve their way into a new process.

3Compliance exposure HIPAA-compliant from day one, non-negotiable. Documentation assistance only — never clinical decision-making.

4It becomes an IT project Hard gate at six months. No systems integration up front; that's a later decision, only if the numbers earn it.

5What about the launches? It feeds them. A new product needs cases moving on day one — this makes sure the ones we identify actually get there.