Closing a $500K+ enterprise healthcare contract against a stalled buying committee.
A multi-region opportunity with regulated procurement, a fragmented clinical sponsor group, and a finance team blocking commercial terms. We rebuilt the executive narrative and engineered a phased structure procurement could approve.
Pipeline was real — a top-five healthcare group with budget allocated for a multi-year clinical training contract. Conversion was not. The deal had been open for five months with three competing internal sponsors, no economic buyer aligned, and a procurement team pushing aggressive discounts that would have broken the commercial model.
Discovery was strong on training need but weak on business case. The proposal led with curriculum and platform — not outcomes. Procurement saw a generic line item, not a strategic program. Multi-region rollout had no phasing, so the entire contract hit one fiscal year and stalled in finance.
Rebuilt the executive narrative around clinical workforce ROI and accreditation outcomes. Multi-threaded into the CMO and CFO offices in parallel, gave the clinical champion a finance-ready business case, and re-architected the commercial structure into a three-region phased rollout that fit procurement's annual budget envelope without discounting the underlying value.
Procurement signed off on the phased structure inside the next quarterly cycle. The contract closed at $500K+ for year one with an explicit expansion path into two additional regions — locked into the master agreement, not deferred to a future negotiation.
We had the opportunity for months. Nelson rebuilt the way we were selling it in three weeks and procurement finally moved.