The GTM Engineer bridge.
Courier Health closed $50M in April and grew customers and therapies 400% in a year. You are running deals where Field Access, Patient Services, and Marketing all sit at the same table, but the CRM treats them as one pipeline. I run the GTME function while leadership hires so the plumbing under your deals stops flattening the conversation you actually have in the room.
AEs lose half a day per deal navigating a funnel that does not know who they are talking to.
When Field Access, Patient Services, and Marketing show up as one flat opportunity, the next-step logic the CRM gives you is the lowest common denominator across all three. You compensate by carrying the buyer map in your head, your notes, and your follow-up rhythm. That works on 5 deals. It does not work on 25. The fix is a stage taxonomy that mirrors how biopharma actually buys.
Three things only an internal builder can fix.
One opportunity, three buying motions
Field Access cares about market access timelines. Patient Services cares about adherence workflows. Marketing cares about HCP engagement. A flat opportunity collapses all three into a single next step you have to translate live on every call.
Handoffs between lanes are manual
When a Patient Services champion needs to loop in Field Access mid-cycle, the CRM does not trigger it. You do, on Slack, in between calls. That is a tax on every deal.
Forecasting reads one number per deal
Your manager sees one stage on a deal that is actually three parallel motions at different stages. Roll-up is wrong by definition, and you spend Friday afternoons reconciling it.
A 3-lane CRM workflow that runs at the speed you actually sell.
- Weeks 1 to 2
Audit how your current deals map to the 3-lane reality
Pull your live pipeline. Tag each deal by which lanes are active and which are stalled. The pattern shows up fast: the deals you call healthiest are the ones where the system happens to match how you are running them.
- Weeks 3 to 4
Ship the 3-lane stage taxonomy and handoff triggers
Distinct stage models per lane. Automated handoff triggers between Field Access, Patient Services, and Marketing. HIPAA-compliant roll-up reporting so your forecast reads what is actually happening on each lane, not the average of all three.
Salesforce in plain English, shipped in 4 weeks.
AssetWatch leadership wanted natural-language access to pipeline, accounts, demo outcomes, and work orders without filing a RevOps ticket for every question. I shipped a custom GPT in ChatGPT Enterprise that translates English to SOQL and queries production Salesforce live. Two Knowledge files made it work: an auto-generated schema catalog covering 26 objects and 3,800+ fields, plus a hand-curated semantic layer encoding AssetWatch tribal knowledge, so "who owns this deal" returns the Solution Architect and "deal size" returns ARR, not the raw admin fields. Read-only, leadership-facing, 4 weeks. Tyler's team owns the maintenance now.
Same play I would run for Courier Health. Different stack, same fixed-fee discipline.
$15,000, fixed. 6 weeks. One invoice.
- Signal architecture
- Account list and buying-committee map
- Sequence build, live send, and deliverability infrastructure
Documentation and handoff included, not billed. If volume justifies it after the bridge, $25,000 / 90-day retainer extends the system. Your call, not mine.
Reply if this matches your week.
Send me a sentence on which lane currently eats the most of your day, and I will reply within a day with a 1-page scope and an honest read on whether this fits how you are running deals now.