BIOTEL $2.4M SITE-LESS DEAL
There was no existing budget for this. No RFP language that named it. No procurement process that knew where to put it.
Client:
BioTel: Now part of ICON
Category:
Enterprise BD
My Role:
Business Development Manager
Site-less clinical trial workflows didn't have a buyer category yet. Sponsors understood the concept. They saw the potential. But potential doesn't move procurement committees.
What moves them is a business case specific enough to survive scrutiny across clinical operations, finance, legal, and R&D simultaneously. That case didn't exist. It had to be built from the buyer's own language. Their cost structures, their timeline pressures, their definition of risk all had to be taken into account.
The inaugural $2.4M site-less workflow sale required mapping every stakeholder
Understanding what each one was protecting, and building ROI scenarios that answered objections before they were raised.
We mapped current issues, the cost to close those gaps. Soft and hard savings, of which the latter truly lacked real numbers, so we sold it on everything else. The difference was undeniable and the deal closed. A West Coast territory expansion followed.
More consequentially, it established the commercial template for a category that had none. Every deal that came after had a foundation to stand on. The pipeline that followed was built on proof, not promise.
The first sale in any new category is not a transaction. It is a proof of concept for everyone who comes after you.
Dhruv Wadhwa
Author
