Health System Enterprise AE (New Customers)

Overview

You're a new business AE selling Uber Health's transportation platform to hospitals and health systems that don't currently use it. You spend your time prospecting into large healthcare organizations, running discovery calls with care coordination directors and operations leaders, and managing complex deals that involve clinical, IT, legal, and procurement stakeholders. The product solves a measurable problem (patient no-shows due to transportation issues), but healthcare organizations move slowly and every deal requires navigating HIPAA compliance, BAAs, and risk committees.

Role Snapshot

Company Context

Stage: Public (Uber is a massive public company; Uber Health is a division focused on healthcare)

Size: 148,660 employees globally (Uber Health team is much smaller subset)

Growth: Uber Health has been expanding since 2018, adding capabilities beyond rides (prescription delivery, appointment reminders). Healthcare is a strategic growth area for Uber.

Market Position: Challenger in healthcare logistics - competing against incumbent transportation brokers, Lyft's healthcare offering, and manual internal processes. Brand recognition helps get meetings, but healthcare procurement is risk-averse.

GTM Reality

Pipeline Sources:

• 80% Outbound - You're building your own pipeline through cold calls, LinkedIn outreach, and targeting specific health systems. Some warm intros through Uber's enterprise relationships, but mostly grinding to get first meetings.
• 15% Referrals/Existing relationships - Occasionally leads come from existing Uber Health customers or Uber for Business connections.
• 5% Inbound - Minimal true inbound; occasional website form fills from people researching solutions.

SDR/AE Structure: Self-sourcing primarily. There may be some SDR support for top-of-funnel prospecting, but as an enterprise AE you're expected to hunt and develop your own relationships at target accounts.

SE Support: Limited pre-sales engineering support. You'll get help from product/implementation teams for technical questions, but you're largely running demos yourself. For large deals, you can pull in solutions architects for deeper dives.

Competitive Landscape

Main Competitors:

• ModivCare (formerly LogistiCare) and other NEMT brokers (incumbent market leaders)
• Lyft's healthcare transportation offerings
• Internal hospital transportation departments and manual coordination processes
• Regional transportation brokers

How They Differentiate: Uber's brand, driver network density, and technology platform (real-time tracking, automated scheduling). The argument is better patient experience, less administrative burden, and data/analytics that incumbent brokers don't provide.

Common Objections:

• "We already have a transportation vendor under contract"
• "How do you handle HIPAA compliance and patient data?"
• "What about patients in rural areas with limited Uber coverage?"
• "Our population doesn't use smartphones/apps"
• "We need wheelchair-accessible vehicles and you can't guarantee that"
• Cost concerns (Uber can be more expensive than incumbent brokers per ride)

Win Themes:

• Measurable reduction in no-show rates (the ROI story)
• Better patient satisfaction scores (HCAHPS)
• Reduced administrative burden on care coordinators
• Real-time visibility and data analytics
• Uber's brand and technology reliability

What You'll Actually Do

Time Breakdown

Prospecting (35%) | Active Deal Management (40%) | Internal/Admin (25%)

Key Activities

• Cold outreach to target health systems: You're calling and emailing directors of care coordination, patient access, population health, and operations at hospitals and health systems. Most don't respond. You're trying to get 5-8 first meetings per month.

• Discovery and needs analysis: When you get meetings, you're digging into their current transportation challenges - no-show rates, staff time spent coordinating rides, patient complaints, types of appointments affected. You're qualifying whether they have budget, authority, and an actual initiative to fix this problem.

• Managing multi-stakeholder buying processes: Each deal involves 6-10 people minimum - care coordination, IT security (for HIPAA/data), legal (for BAA), procurement, finance, sometimes clinical leadership. You're scheduling meetings, addressing concerns from each group, and trying to keep momentum while waiting weeks for committees to meet.

• Navigating procurement and contracting: Healthcare procurement is slow and rigid. You're working through RFPs (sometimes), MSA negotiations, BAA redlines, IT security questionnaires, and legal reviews that drag for months. You spend a lot of time chasing internal approvals and waiting.

• Internal coordination: You're pulling in implementation teams, product specialists, legal support, and occasionally Uber leadership for executive sponsorship. You're also doing forecast calls, deal reviews, and CRM hygiene.

The Honest Reality

What's Hard

• Sales cycles are brutally long: 6-12 months is optimistic. Deals slip quarters constantly because a committee hasn't met, legal is backlogged, or budget got reallocated. You need a thick pipeline because close rates and timing are unpredictable.

• Healthcare is risk-averse and slow: Every stakeholder has veto power. IT security will grill you on data handling. Legal will redline contracts for months. Procurement will push back on pricing. One person dragging their feet kills momentum for the entire deal.

• You're often displacing entrenched relationships: Many health systems have multi-year contracts with existing NEMT brokers. You're either waiting for contract expiration or trying to get them to switch mid-contract (rare). Incumbent vendors fight hard to retain accounts.

• Geographic coverage gaps: Uber doesn't have strong presence in rural areas. If the health system serves a rural population, you're limited in what you can offer or need to partner with other providers (complicates the sale).

What Success Looks Like

• Closing 8-12 new health system accounts per year (varies by deal size)
• Building a pipeline of 3-4x your annual quota to account for slippage
• Getting past first meetings to multi-stakeholder conversations (most deals die after 1-2 calls)
• Landing a few large, complex health systems that become reference accounts for future deals

Who You're Selling To

Primary Buyers:

• Directors/VPs of Care Coordination or Patient Access (primary champion - they own the no-show problem)
• Operations leaders in ambulatory care or hospital networks
• Population Health directors (especially at risk-based care organizations)
• CFOs or finance leaders (for ROI justification on large deals)

What They Care About:

• Reducing patient no-show rates (direct cost savings and better outcomes)
• Decreasing staff time spent coordinating transportation (care coordinators doing manual scheduling)
• Improving patient satisfaction scores (HCAHPS and patient experience metrics)
• HIPAA compliance and data security (IT/legal requirement)
• Total cost of program vs current spend (ROI has to be clear)
• Reliability and quality of service (can't have patients stranded or late)

Requirements

• 3-5+ years selling software or services into healthcare organizations (hospital/health system experience required)
• Proven track record selling deals $100K+ ACV with 6+ month sales cycles
• Experience navigating enterprise procurement, legal, and IT security processes
• Comfortable with HIPAA, BAAs, and healthcare compliance concepts
• Ability to self-source pipeline and hunt new logos without heavy SDR support
• Strong discovery and consultative selling skills (need to uncover business problems, not just pitch product)
• Resilience to deal with slow-moving, risk-averse organizations and long cycles