Irem Rami is a partner at Norwest with over 15 years of experience investing in and operating healthcare technology and services companies.
If you build software for healthcare, you can’t avoid providing some level of services to your clients. Large health systems, pharmaceutical companies, and payors expect it in some form. Someone has to translate the product into workflows, layer in integrations, sit in the room when IT is delayed, and push the ball forward with all the key stakeholders.
In my role as Partner at Norwest, where I invest in healthcare technology, one of the questions I get most often from our software portfolio companies and founders is some version of:
How do we scale services without it becoming a bottleneck?
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It's a fair question and a genuinely hard one to answer. Healthcare stakeholders expect white-glove implementation and support in a way that most other enterprise software buyers don't. A few specific experiences pushed me to dig into this more seriously.
At Courier Health, where I sit on the board, we were watching the team scale new logos quickly and wanted to get ahead of what the services organization would need to look like before it became a constraint. What we ended up doing over the past year is reorganizing the Client Solutions (CS) organization to transition from a generalist CS team into one with several verticals of specialized expertise.