Your Series A story falls apart the moment investors ask about NHS traction

Healthcare investors run rigorous commercial due diligence, and the most common reasons raises fail are weak traction evidence, an unclear go-to-market strategy, and a commercial model that doesn't hold up to scrutiny.

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Conduct a commercial due diligence readiness assessment covering your revenue model, customer pipeline, NHS procurement strategy, competitive positioning, and unit economics. Identify the key questions investors will ask and develop credible, evidence-based answers. Build a pipeline of NHS pilot sites or early adopters that demonstrates commercial traction. Develop a market access strategy that shows a credible path from pilot to scale. Engage a specialist healthcare commercial consultant to stress-test your investor narrative before you go to market.

This problem is Solvable.

Free personal check

Done by Paul Robinson, not software

I'll read your pitch deck and metrics as an investor would and show you what they'll question

What I need from you

Your pitch deck or metrics pack
Paying customers and pilots today
Average sales cycle in months

What you get

Where your traction story is thin
The metrics investors will ask for that you don't show
The three changes that matter most

Within 2 working days

No sign-in, no sales call. I read every request myself and reply on WhatsApp.

Healthcare investors apply rigorous commercial due diligence to healthtech companies, and the most common reasons for failed raises are weak commercial traction, an unclear go-to-market strategy, and an inability to demonstrate a credible path to NHS adoption at scale. Founders who have not stress-tested their commercial model, built a pipeline of credible NHS customers, or developed a clear market access strategy are at a significant disadvantage in a competitive fundraising environment.

The structural root causes lie in the unique complexities of the UK healthcare market, particularly the NHS, which demands a deep understanding of procurement, clinical pathways, and value demonstration.
Behavioural causes include founders often prioritising product development over commercial strategy and market access from the outset.
Systemic issues involve a lack of specialised healthtech commercial expertise within many early-stage teams and an investment ecosystem that increasingly demands clear, de-risked commercialisation plans.

No verified UK data available

Diversion of significant management time and resources away from product development and core operations
Delayed fundraising timelines, impacting runway and growth plans
Increased burn rate due to extended fundraising periods, potentially leading to down rounds or liquidation
Missed opportunities for strategic partnerships and market entry due to perceived commercial immaturity
Damage to founder and company reputation within the investor community
Difficulty attracting future investment rounds or strategic partners

What it looks like in practice

Multiple investor meetings without progressing to term sheets
Feedback from investors consistently highlighting commercial model or NHS traction concerns
Difficulty articulating a clear, scalable go-to-market strategy for the UK healthcare system
Over-reliance on pilot projects without a clear path to broader adoption and revenue generation

Paul Robinson

14 years in UK private healthcare

I solve this one for healthcare companies

Want a hand? I'll look at your situation and tell you the three things I'd tackle first.

A few quick questions, about two minutes. I read every one myself and usually reply the same day.

No sales call unless you ask for one. Just a straight answer from me.

I reply personally, usually the same day.

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Do it yourself: step by step

1Step 1

I'll read your pitch deck and metrics as an investor would and show you what they'll question

What I need from you

What you get

Why this keeps happening

What it leads to

Evidence

Want a hand? I'll look at your situation and tell you the three things I'd tackle first.

You're not the only one with this problem.