The Company was losing prospects to larger institutional players with broader offerings. While the Company had developed an EHR solution with distinct advantages over existing competitors, the sales team struggled to convince users to add another vendor to their mix.

Eric worked with the CEO and sales team to develop two new business models. Rather than selling against legacy competitors, the Company began leveraging those competitors as value-added resellers (white label solution) or external sales reps (Company branded solution).

1. VARs – The Company began working with existing competitors that had broader offerings but inferior EHR transcription services. These partners began integrating the Company’s solution into their service packages and selling it under their brands, thereby expanding the Company’s revenue opportunities while limiting its liability for end-user issues.

2. External reps – The Company also began leveraging channel partners with complementary offerings that did not compete directly with the Company. These partners began marketing the Company’s solutions alongside their own within their customer networks, thereby further expanding the Company’s customer base while allowing the Company to grow lean.

This two-tiered approach aligned the interests of different stakeholders in the value chain and presented a more holistic solution to end users. Eric also drafted and negotiated the agreements to formalize these channel partner engagements and helped the sales team develop a repeatable process to engage new partners at scale.