Two ICPs mapped using the Strategyzer value map and customer profile framework. One selected as the sprint focus — digital health and healthtech scale-ups like Oviva. Real-world target companies identified.
Before this sprint, Coras had a strong sense of the value it delivers but no structured way to communicate it to a defined buyer type. Sales conversations were bespoke, starting from scratch each time. The result: longer cycles, proposals that were hard to replicate, and a pipeline dependent on Eoin's personal network.
The goal of this step was to build two structured ICP profiles using the Strategyzer value map and customer profile framework — mapping customer jobs, pains, and gains against Coras's real capability — and then select one ICP to anchor the entire sprint.
Company size: 30–150 employees · Sector: Digital health, healthtech, medtech · Geography: UK, Ireland, DACH · Key pain: Founder-led sales not scaling, no structured commercial process, struggling to move upmarket. Typified by Oviva.
Company size: 50–250 employees · Sector: Professional services, consulting · Geography: UK · Key pain: Post-acquisition growth mandate with no commercial architecture to execute it. Higher ACV but longer cycles. Revisit in Month 3.
Build a repeatable, scalable revenue engine before their Series B or C raise. Move beyond founder-led sales — create a commercial team that can win independently. Land enterprise NHS or private healthcare contracts that justify their valuation. Demonstrate commercial traction to their board and investors.
No structured sales process — every deal relies on the founder's relationships and feels different. Pipeline is unpredictable and invisible to the board. Can't articulate value clearly to procurement or NHS buyers. Hired a first commercial person but they're not gaining traction without a playbook. Losing deals to competitors with more polished collateral and clearer pricing.
A defined ICP and a sales process the whole team runs consistently. A pipeline the founder can step back from. Collateral that opens doors with NHS procurement and enterprise buyers. A pricing model that reflects the value delivered — not just day rates. The confidence to scale the commercial team knowing the foundation is solid.
| Customer Pain / Gain | Coras Solution | Fit |
|---|---|---|
| No structured sales process — every deal is bespoke | Sandler-trained sales process, talk tracks & buyer journey map | Strong |
| Pipeline dependent on founder's personal network | ICP-led campaign plan targeting named companies from day one | Strong |
| Can't articulate value to procurement / NHS buyers | ICP-specific one-pager, deck & lead-gen assets | Strong |
| Pricing doesn't reflect delivered value | High-LTV productised journey with robust pricing architecture | Strong |
| Commercial hire not gaining traction without a playbook | Full sales playbook, objection handlers & coaching framework | Medium |
The following companies were identified as matching ICP A criteria. These form the initial outreach list for Step 5. Full list of 28 companies available in the campaign plan.
| Company | Size | Sector | Trigger | Connection |
|---|---|---|---|---|
| Oviva | ~200 staff | Digital health / dietetics | UK expansion, new commercial lead hired | Warm — existing relationship |
| Huma Therapeutics | ~150 staff | Digital therapeutics | Series C raised, scaling commercial team | Cold |
| Accurx | ~300 staff | NHS communications | Moving beyond NHS into private; new enterprise motion | Cold |
| Cera Care | ~180 staff | Home care / healthtech | PE-backed growth mandate, new CRO in post | Warm — via ERP network |
| Lantum | ~80 staff | Healthcare workforce | Series B, building enterprise sales function | Cold |
| + 23 further companies in full target list — see Campaign Plan (Step 5) | ||||
A structured product journey built for digital health and healthtech scale-ups — from first touchpoint through the Market Readiness Sprint to an ongoing commercial partnership — with pricing that reflects the value delivered.
The product journey defines how a digital health or healthtech scale-up moves from first hearing about Coras through to an ongoing commercial relationship. Each stage has a defined deliverable, a clear price point, and a natural trigger to the next stage. No more bespoke proposals — this is the Coras buying experience.
Pricing tiers, LTV modelling, and retainer structure being finalised. Expected: [Date].
Sandler-trained discovery framework, talk tracks for each stage, and the full buyer journey mapped for ICP A. Built to work without the founder in the room.
This section will contain Sandler discovery questions, talk tracks by stage, objection handlers, and the full buyer journey map for ICP A.
All customer-facing materials built for ICP A: a one-pager, a pitch deck, a website lead magnet, and supporting outreach assets.
One-pagers, decks, and lead-gen assets will appear here as they are built.
Outreach sequences, personalised openers, and a sequenced campaign targeting the 28 digital health and healthtech companies identified in Step 1 — using everything built across the sprint.
Outreach sequences targeting Oviva, Huma, Accurx, Cera Care, Lantum and 23 further companies. Personalised openers per account, a 6-week cadence, and a campaign calendar. Ready to run on Day 1 of go-to-market.