Health System Enterprise AE (New Customers)

Overview

You sell Uber Health to new hospital systems and health plans—basically getting healthcare organizations to pay for Uber rides for their patients. You're selling to VP-level healthcare operations leaders who care about reducing no-show rates and improving patient access to care. This is enterprise software sales wrapped in healthcare compliance, meaning long cycles and lots of internal stakeholders.

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, growing within the broader Uber ecosystem. Healthcare is a strategic growth vertical for Uber post-pandemic.

Market Position: Category creator in healthcare transportation logistics, but competing against incumbents like LogistiCare/ModivCare and newer startups like Roundtrip.

GTM Reality

Pipeline Sources:

• 30% Inbound - conference leads, website inquiries from hospital operations teams researching patient transportation solutions
• 60% Outbound - cold outreach to VP Operations, Patient Access Directors, and CCOs at health systems. You're building target account lists and running multi-touch sequences.
• 10% Referrals/Partners - health plan relationships, existing Uber Health customers making intros

SDR/AE Structure: Likely self-sourcing with some SDR support for top-of-funnel. This is strategic account selling, not high-volume transactional.

SE Support: Solutions consultant support for technical integration discussions (EHR integrations, API capabilities, HIPAA compliance walkthroughs).

Competitive Landscape

Main Competitors:

• ModivCare/LogistiCare (incumbent non-emergency medical transportation brokers)
• Roundtrip (venture-backed healthcare transportation startup)
• Lyft Healthcare (direct competitor with similar model)
• Traditional ambulette/medical transport services

How They Differentiate: Uber's brand recognition, existing driver network/coverage, consumer-grade app experience, real-time tracking that patients and staff actually use.

Common Objections:

• "How do you handle wheelchair/bariatric patients?" (Uber doesn't do all transport types)
• "Our existing NEMT broker is fine and we have a contract"
• "What about HIPAA compliance and patient privacy?"
• "This seems expensive compared to our current voucher program"
• IT security concerns about integrating with their EHR

Win Themes: Reducing no-show rates (measurable ROI), better patient satisfaction than traditional medical transport, easier for staff to book rides than managing vouchers, Uber's reliability and scale.

What You'll Actually Do

Time Breakdown

Prospecting/Outreach (30%) | Active Deal Management (40%) | Internal/Admin (30%)

Key Activities

• Prospecting health systems: You build lists of health systems in your territory (usually regional), research their patient access challenges, find the right VP or Director of Patient Access/Operations, and cold email/call your way into conversations. Lots of gatekeepers.

• Running discovery and demos: You lead 45-60 minute discovery calls with operations leaders, then product demos showing how staff book rides, how patients get picked up, and the reporting dashboard. You're selling the ROI of reduced no-shows and better patient outcomes.

• Managing procurement hell: Once they're interested, you navigate IT security reviews (HIPAA compliance, BAAs), legal contract redlines, procurement processes, budget allocation discussions. Deals slip quarters regularly because "it didn't make this fiscal year's budget."

• Building business cases: You work with champions to quantify the ROI—if they have a 15% no-show rate and each missed appointment costs $200, how much does Uber Health save them? You're creating Excel models and executive slide decks.

• Internal coordination: Aligning with Solutions Consultants on technical questions, with Legal on contract terms, with Finance on pricing approvals. Weekly forecast calls with your manager on pipeline status.

The Honest Reality

What's Hard

• Healthcare sales cycles are brutally long: You close 2-4 big deals per year. Most of your pipeline is stuck in "legal review" or "waiting for Q1 budget" for months. You need patience.

• Bureaucracy and stakeholder fatigue: You're dealing with risk-averse organizations. You'll present to committees, answer the same questions three times, and have deals stall because someone in IT security wants another compliance document.

• The product has limitations: Uber doesn't do wheelchair transport well, doesn't handle every medical scenario, and some rural areas have limited driver coverage. You have to sell around these gaps or disqualify deals early.

• Implementation drag: Even after the contract is signed, getting the health system to actually launch and use Uber Health takes months. Your comp might be tied to go-live, not just signature.

What Success Looks Like

• Close 3-4 major health system deals per year at $150-300K+ ACV each
• Build a pipeline of 10-15 qualified opportunities in various stages (knowing most will take 9+ months)
• Hit or exceed your annual number ($800K-1.2M depending on quota structure)

Who You're Selling To

Primary Buyers:

• VP/Director of Patient Access or Patient Experience
• Chief Operating Officer or VP Operations at health systems
• Care Management Directors at health plans (for Medicaid/Medicare transportation)

What They Care About:

• Reducing patient no-show rates (measurable, tied to revenue)
• Improving SDOH (social determinants of health) metrics and patient satisfaction scores
• Easier for staff to coordinate rides than managing vouchers or calling traditional services
• Compliance and HIPAA security
• Cost per ride vs. their current transportation spend

Requirements

• 3-5 years of B2B sales experience, ideally selling to healthcare organizations (hospitals, health plans)
• Comfortable with 6-12 month enterprise sales cycles and complex stakeholder management
• Ability to build business cases and ROI models
• Experience navigating procurement, legal, and IT security processes
• Healthcare industry knowledge helpful but not required—you'll learn HIPAA, value-based care, and SDOH on the job
• Willingness to travel occasionally for in-person meetings (hospitals prefer face-to-face for big deals)