Health System Growth AE (Existing Customers)

Overview

You own relationships with health systems and health plans already using Uber Health. Your goal is to grow the account—get more departments using it, increase ride volume, add new service lines (Uber Eats for meal delivery, vaccine transportation, etc.), and renew contracts. This is a mix of account management and consultative selling to expand within large organizations.

Role Snapshot

Company Context

Stage: Public company (Uber traded on NYSE since 2019)

Size: 148,668 employees (Uber Health is a division within Uber)

Growth: Uber Health launched in 2018 and is now focused on deepening adoption with existing customers rather than just new logo acquisition.

Market Position: Category creator in healthcare transportation logistics, competing against ModivCare/LogistiCare and Lyft Healthcare for wallet share within accounts.

GTM Reality

Pipeline Sources:

• 50% Proactive expansion - you identify new departments or use cases within your accounts (oncology clinic needs rides, behavioral health wants meal delivery)
• 30% Customer requests - they come to you with new needs or budget to expand
• 20% Renewals/upsells during contract negotiation cycles

SDR/AE Structure: No SDR support—you own the full relationship and identify your own expansion opportunities.

SE Support: Shared Solutions Consultant for technical discussions, especially if expanding into new EHR integrations or complex reporting needs.

Competitive Landscape

Main Competitors:

• ModivCare/LogistiCare (trying to steal your accounts at renewal)
• Lyft Healthcare (directly competing for the same wallet)
• Internal inertia ("we're only using this for one department, don't need to expand")

How They Differentiate: Uber's scale, reliability, and multi-product ecosystem (rides + Eats for meal delivery, pharmacy delivery pilots).

Common Objections:

• "We're happy with current usage, don't need more"
• "Budget is tight this year"
• "Other departments don't see the value" (you're evangelizing internally)
• "The other vendor is cheaper" (at renewal time)

Win Themes: Show ROI from existing usage ("You reduced no-shows 12%, let's roll this out to 3 more clinics"), cross-sell new services (Eats for post-discharge meals), make the champion look good internally.

What You'll Actually Do

Time Breakdown

Account Management (40%) | Expansion Selling (35%) | Renewals/Risk Mitigation (25%)

Key Activities

• Managing day-to-day relationships: You have 8-15 health system accounts. You're the main point of contact for questions, issues, feature requests. You do quarterly business reviews (QBRs) showing utilization data, ROI, and patient satisfaction scores. You're putting out fires when rides don't show up or a patient complains.

• Identifying expansion opportunities: You map out your accounts—which departments aren't using Uber Health yet? Is there a new clinic opening? Can you expand from just patient appointments to post-discharge rides? You're proactively pitching these internally to your champions.

• Running expansion "mini-sales cycles": When you find an opportunity (e.g., cardiology department wants to pilot Uber Health), you run a compressed sales process—discovery, ROI analysis, get budget approval, navigate their internal change management. Easier than new logos, but still requires selling.

• Renewal management: You manage contract renewals 6-9 months before they expire. This means proving ROI, negotiating pricing, and fending off competitors trying to unseat you. If utilization is low, you're at risk of losing the account.

• Cross-functional coordination: You work with Customer Success to ensure smooth operations, with Product to request features customers need, with Finance on contract terms, with your manager on forecasting expansion pipeline.

The Honest Reality

What's Hard

• You inherit account health issues: Some accounts you take over are underutilized, have unhappy stakeholders, or are at renewal risk. You're firefighting and trying to turn them around.

• Expansion requires internal selling: Your champion might love Uber Health, but getting other departments to adopt it means selling to new skeptics within the same organization. Politics and turf wars slow things down.

• Churn risk is real: If a health system isn't seeing ROI or has a bad experience (rides not showing up, driver issues), they might not renew. You're constantly monitoring usage and satisfaction.

• Quota pressure without greenfield: You can't just go find net new logos. You have to squeeze more revenue out of your assigned accounts. If they don't have budget or interest in expanding, you're stuck.

What Success Looks Like

• Achieve 110-120% net revenue retention across your book of accounts (grow them faster than you lose churn)
• Close 5-8 expansion deals per year ($50-150K each)
• Renew 95%+ of your accounts at flat or increased ACV
• High utilization across your accounts (they're actually using the platform, not just paying for it)

Who You're Selling To

Primary Buyers:

• Your existing champion (VP Patient Access, Director of Operations) who brought Uber Health in initially
• New stakeholders in other departments (Chief Nursing Officer, VP Ambulatory Services, Behavioral Health Directors)
• Procurement/Finance during renewal cycles

What They Care About:

• Continuing to see ROI and patient satisfaction improvements
• Justifying the spend to their leadership
• Expanding to solve new problems (post-discharge transportation, specialty clinic access)
• Not getting surprised by price increases at renewal
• Competitive offers from other vendors trying to win the business

Requirements

• 3-5 years in account management, customer success, or expansion sales (healthcare experience a plus)
• Comfortable managing a portfolio of 8-15 large accounts
• Strong relationship-building skills and ability to navigate complex organizations
• Data-driven approach to showing ROI and account health
• Experience with renewals and managing churn risk
• Willingness to travel occasionally for QBRs and in-person relationship building