Not new product bets — this is about THB's current business: DataCloud/NovaHub, the CRM Suite & Care Gap AI, and Research & RWE. Buyer personas, entry strategy, and a real, named target-account list for the US.
Each of THB's current offerings sells into a different buyer, at a different pace, against a different incumbent.
Why this size band: large enterprise IDNs (Kaiser/Mayo-scale) run slow, risk-averse vendor-review cycles that a new, US-track-record-free entrant will struggle to win near-term. Mid-size systems move faster and are exactly where the "sub-4-hour go-live" pitch beats a multi-quarter Innovaccer/InterSystems rollout.
Entry angle: position as a bridge or complement during an active EHR transition — not a rip-and-replace. The strongest lever is a fresh CIO/CDIO hire: new leaders typically re-evaluate the vendor stack in their first 6-12 months, and 3 of the 5 targets below just installed one.
New CIO/CDIO appointments, mid-rollout EHR consolidations, post-merger integration windows, public interoperability-gap complaints.
Why this angle: incumbents here (Klara, Luma Health, Artera, Notable Health) compete on messaging/scheduling automation alone. THB's differentiator is that Care Gap AI is grounded in actual clinical data — the 5.3x follow-up ROI and revenue-attribution story is the wedge, not another portal.
Entry angle: don't compete head-on with an org's EHR-vendor portal (Epic MyChart, Oracle Health) — position as complementary care-gap detection and outreach layered on top of whatever front door they already have. Baystate Health below is instructive: they just expanded their Oracle Health relationship, so the pitch there is "alongside," not "instead of."
New digital-front-door initiatives, VBC network enrollments, population-health leadership hires, financial-turnaround stories (pressure to prove ROI fast).
Why this angle: this is the closest THB has to a pure price/speed play against Innovaccer, whose own stated weakness is a multi-quarter data project before any value shows. Rural CAHs and RHCs can't absorb that timeline or budget. Two distinct motions exist here — see below.
Entry angle: at a single independent CAH, the CEO is usually the sole real decision-maker — a short, low-touch sales cycle built on affordability and fast time-to-value. At rural hospital collectives formed specifically to pool VBC scale (like OHVN), one contract with the network's shared-services lead can reach a dozen-plus hospitals at once — a meaningfully more efficient entry point than hospital-by-hospital.
Public CEO statements about being unable to afford technology, new rural ACO/network formation, Chartis Top-100 CAH recognitions, state VBC-network RFPs.
Why this angle: THB already has the pharma relationship and 60M+ de-identified lives in Research & RWE — this is the most adjacent of the four lines. Pharma's own stated bottleneck is organizational execution capacity to act on RWE (outreach, benefit investigation, provider engagement), not more data, which is exactly the gap THB's follow-up engine fills.
Entry angle: two distinct buyer types. Rare-disease/specialty brands mid-launch are generating RWE fast but visibly scaling up patient-support headcount to keep pace (Sarepta, Alnylam) — sell the execution layer directly. PSP-services vendors absorbing consolidation (CareMetx just acquired Cencora's Lash Group/TheraCom) need the same layer to serve a suddenly much larger book of client brands — a channel/partner angle as much as a direct-buyer one.
Patient-support-program headcount expansions, new specialty/rare-disease drug launches, RWE team job postings, PSP-vendor M&A.
Full detail — including source links and decision-maker verification — is in the downloadable spreadsheet above. This is a compact preview.
| Organization | HQ / Size | Client Requirement | THB Offering Fit | Decision-Maker & Contact |
|---|---|---|---|---|
| Med Center Health | Bowling Green, KY — 7 hospitals, 658 beds | Newly acquired hospital's legacy clinical/claims data must be unified into the parent system's record before/during a multi-year Epic cutover. | DataCloud + NovaHub patient-360 API — sub-4-hour go-live bridges the gap while the multi-year EHR consolidation is still underway. | CIO / VP of IT Not verified Unverified |
| Saint Peter's Healthcare System | New Brunswick, NJ — 478 licensed beds (flagship) | Clinical data must be consolidated across systems during a 2024-2027 Epic migration following the Atlantic Health merger. | DataCloud + NovaHub — unifies pre-Epic and post-merger data now, without waiting three years for the full platform cutover. | CIO Jordan Tannenbaum, MD — VP/CIO & CMIO Verified |
| Bayhealth | Dover, DE — 2 hospitals, 418 beds | A brand-new Chief Digital & Information Officer needs a fast, visible data/interoperability win in their first year. | DataCloud/NovaHub's sub-4-hour go-live gives a new CDIO an early, low-risk win to point to. | VP & Chief Digital/Information Officer Thomas "Mac" Marlow Verified |
| Cook Children's Health Care System | Fort Worth, TX — 443-bed peds flagship + physician network | New CDIO's mandate is literally to "unify enterprise technology strategy, digital innovation, advanced analytics and research informatics." | DataCloud + Data Intelligence map almost one-to-one onto that stated mandate. | Chief Digital & Information Officer Teresa Tonthat Verified |
| Inspira Health | Vineland / South Jersey, NJ — 4 hospitals, ~80 ambulatory sites, $1.35B system | Legacy and affiliate-physician data must be reconciled with the new $120M Epic platform post-go-live. | DataCloud + NovaHub for legacy-to-Epic reconciliation without a second multi-year IT project. | Chief Innovations & Information Officer Dave Johnson, SVP & Chief Innovations and Information Officer Verified |
| Organization | HQ / Size | Client Requirement | THB Offering Fit | Decision-Maker & Contact |
|---|---|---|---|---|
| Rochester Regional Health | Rochester, NY — 9 hospitals, 200+ locations, ~19,400 employees, $3.2B revenue | A multi-year digital-front-door initiative needs scheduling/navigation and patient-engagement tooling to fill it out. | Digital Front Door + Voice AI Assistant for scheduling and navigation, backed by Care Gap AI for the clinical grounding a pure messaging tool lacks. | Chief Digital / Digital Information Officer Dwight Raum, EVP & Chief Digital Officer Verified |
| Wilmington Health | Wilmington, NC — 407 providers, 5 locations | Scaling VBC capability under the new AMGA network requires care-gap closure and outreach to hit quality/shared-savings targets. | Care Gap AI + Smart Follow-ups, with the revenue-attribution story tying directly to shared-savings performance. | COO / VP of Ambulatory Operations Jeff James, CEO Verified |
| OSF HealthCare | Peoria/Rockford, IL region + Escanaba, MI — 17 hospitals | A live pilot for spotting patient health trends needs a proven care-gap/population-health detection engine, not just a dashboard. | Care Gap AI (200+ clinical protocols) + Data Intelligence, grounded in real EHR data rather than trend dashboards alone. | VP Digital Innovation / Chief Population Health Officer Roopa Foulger, VP, Digital Innovation Development Verified |
| Baystate Health | Springfield, MA — 4 hospitals, ~12,000 employees, 950+ physicians, 85 locations | The new Oracle Health portal needs a care-gap/outreach layer on top of it, not a competing front door. | Care Gap AI + Smart Follow-ups layered alongside the existing Oracle Health portal — complementary, not competitive. | Chief Information & Digital Officer Clara Guixa, Chief Information and Digital Officer Verified |
| Bassett Healthcare Network | Cooperstown, NY — 5-6 rural hospitals, 8-county / 5,600 sq-mi service area | Post-turnaround leadership needs to prove new technology spend pays off fast, with a lean rural staff. | Care Gap AI's 5.3x follow-up ROI is a fast, quantifiable proof point for a system justifying new spend right after a turnaround. | Chief Population Health Officer / COO Staci Thompson, President & CEO Verified |
| Organization | HQ / Size | Client Requirement | THB Offering Fit | Decision-Maker & Contact |
|---|---|---|---|---|
| Pershing Health System | Brookfield, MO — sole hospital within a 30-mile radius; CAH | Already paying for VBC outreach via a slower, higher-overhead enterprise partner (Aledade) — open to a faster, cheaper alternative. | Care Gap AI + Smart Follow-ups at lower cost and faster deployment than the incumbent Aledade engagement. | CEO / Administrator Karla Clubine, FNP/CPNP-BC, Chief Executive Officer Verified |
| Mobridge Regional Hospital and Clinics | Mobridge, SD — 25-bed CAH + 4 RHCs + assisted living; serves ~20,000 across 5 counties incl. 2 tribal nations | A quality-recognized CAH needs affordable care-gap/HEDIS tooling that fits a resource-constrained rural budget. | Care Gap AI's sub-4-hour go-live and low overhead fit a CAH's budget and timeline where enterprise VBC platforms don't. | CEO John Ayoub, CEO Verified |
| Ohio High Value Network (OHVN) | Multi-state, OH/WV — 26 rural hospitals, >2.5M patients | A 26-hospital network pooling scale for VBC contracting needs one shared analytics/outreach layer reaching many small hospitals at once. | Care Gap AI deployed once across the network's shared-services layer — one contract reaching a dozen-plus hospitals instead of a hospital-by-hospital sale. | Board / member-hospital CEOs Myron Lewis (Board Chair; Pres/CEO Blanchard Valley Health System); Kathi Edrington (Pres/CEO Adena Health System) Verified |
| SERPA-ACO | Crete, NE — physician-led ACO, 16 member clinics (mostly rural/RHC), 143 providers, founded 2012 for MSSP | A small, physician-led rural MSSP ACO needs low-cost care-gap/quality tooling to hit shared-savings targets without enterprise overhead. | Care Gap AI + Data Intelligence, priced and deployed for a small physician-led ACO rather than a large IDN. | Executive Director / CEO Joleen TenHulzen Huneke, Executive Director Verified |
| Hillsdale Hospital | Hillsdale, MI — CAH, ~47 acute beds + 39 SNF beds + 10-bed psychiatric unit | CEO has gone on record saying rural hospitals "can't afford" technology investment — an explicit, named affordability gap. | Care Gap AI's low-cost, sub-4-hour deployment directly answers the affordability gap Hodshire named publicly. | CEO Jeremiah "JJ" Hodshire, President & CEO Verified |
| Organization | HQ / Size | Client Requirement | THB Offering Fit | Decision-Maker & Contact |
|---|---|---|---|---|
| Sarepta Therapeutics | Cambridge, MA — Duchenne muscular dystrophy gene therapy (Elevidys) | RWE from ~1,000 dosed patients is being generated faster than the Patient Affairs team can act on it, and a new monitoring cohort needs outreach execution. | Research & RWE + Smart Follow-ups to turn Elevidys safety/outcomes data into active patient and provider outreach. | VP/SVP Patient Affairs or VP Market Access Siobhan Fitzgerald, Executive Director, Patient Affairs Verified |
| Alnylam Pharmaceuticals | Cambridge, MA — RNAi therapeutics, rare/cardiometabolic disease (Amvuttra, Onpattro, Oxlumo) | A newly doubled Access & Reimbursement team needs an execution layer to match its expanded benefit-investigation/prior-auth workload. | Research & RWE + a Care-Gap-AI-style follow-up engine to support the larger Patient Services team's outreach volume. | VP, US Patient Services Daniel Keene, VP & Head of US Patient Services Verified |
| Incyte Corporation | Wilmington, DE — specialty oncology & dermatology (Opzelura) | A new external market-access agency relationship for 2026 signals fresh investment in market-access execution capability. | Research & RWE positioned as a complement to the new market-access agency relationship. | VP, Market Access & Patient Services Not verified Unverified |
| Ultragenyx Pharmaceutical | Novato, CA — rare/ultra-rare genetic disease | The company is publicly advocating for RWE/natural-history evidence over trial endpoints — it needs an execution layer to operationalize that RWE, not just generate it. | Research & RWE + OncAccess-style outreach to turn natural-history RWE into concrete patient-support action. | VP, Patient Advocacy & Engagement / Market Access Matt Harutunian, VP, Patient Advocacy & Engagement Verified |
| Bristol Myers Squibb | New York, NY — large-pharma oncology/hematology/immunology (big-pharma anchor account) | BMS is standing up a dedicated internal RWE Innovation Center function and needs an execution partner, not just more raw data. | Research & RWE (60M+ de-identified lives) as an outsourced execution layer for BMS's new RWE center to plug into. | Senior Director, Regulatory Innovation Lead for RWE & Data Science Rob Kalesnik-Orszulak, PharmD Verified |
| CareMetx, LLC | Bethesda, MD — patient-access hub, benefit investigation, free-goods pharmacy (PSP services vendor, not a manufacturer) | Having just absorbed a much larger client book (Cencora's Lash Group/TheraCom), CareMetx needs an analytics/execution layer that scales across many pharma-brand clients at once. | Research & RWE + Smart Follow-ups as a white-label execution layer CareMetx can offer across its newly expanded client book. | Chief Executive Officer Jim Rowe, Chief Executive Officer Verified |
THB has zero US sales track record yet — none of the accounts above have signed a BAA with THB before. These are the gates every one of them will raise before a contract, regardless of product line.
Every one of these buyers will require a signed BAA before any PHI touches THB's systems. Have a US-counsel-reviewed template ready before the first serious conversation, not after.
Expect a HIPAA Security Rule questionnaire at minimum; larger systems may use a formal instrument (HITRUST CSF, SOC 2 Type II, or HECVAT for some networks). THB doesn't need certification in hand to start conversations, but needs a credible roadmap and answers ready — a stalled security review is the most common way an otherwise-won deal dies quietly.
Many US health systems contractually require US-based hosting and data residency for PHI. Confirm and be ready to state this plainly and early — it's a common disqualifying question asked before anything else.
150+ clients across 6 countries is a real credibility asset, but none are named US health systems. The smaller, faster-moving targets prioritized above (independent CAHs, mid-size systems with fresh leadership) aren't just easier first sales — they're the fastest path to a real, citable US case study that unlocks the larger accounts later.
Without a built-out US sales team or brand recognition, a channel angle is worth testing alongside direct outreach — e.g. a referral/partner relationship with an existing VBC enablement player already inside these accounts (Aledade shows up organically in the rural VBC research above), or PSP-services vendors like CareMetx as a distribution partner for the pharma line rather than only a direct buyer.