For UK private clinics
Your pipeline stalls because nobody is paid to grow it
When business development sits alongside everything else on the founder's desk, it is the first thing dropped under operational pressure. Revenue targets slip not from lack of opportunity, but from lack of ownership.
Two minutes. Solva follows up with specific fractional and embedded BD options.
- Stagnant or slow revenue growth despite market opportunities.
- Reliance on inbound enquiries or referrals without a clear outbound strategy.
- Lack of a defined sales pipeline or inconsistent lead generation.
- Leadership teams constantly firefighting operational issues, leaving little time for strategic commercial planning.
- Inefficient resource allocation due to lack of clear commercial priorities.
- Missed opportunities for strategic partnerships or market expansion.
- Reduced profitability due to missed revenue targets and increased cost of customer acquisition.
- Lower valuation for potential investors or acquirers due to inconsistent growth.
- Perception as a stagnant or non-innovative provider in a competitive market.
- Difficulty attracting top talent due to lack of clear growth trajectory.
UK fractional jobs have grown 340% since 2019 (Vendux, 2026)
Frequently asked questions
Why does this problem persist?
In most independent healthcare providers and early-stage healthtech companies, business development is either owned by the founder or CEO alongside everything else, or it is nobody's job. The result is reactive rather than proactive commercial activity.
What is the cost of leaving it unaddressed?
Companies using fractional leaders save approximately 65% on executive costs (Executive Heads, 2025)
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.