Health System Growth AE (Existing Customers)

Overview

You own a book of existing Uber Health customers - health systems and hospitals already using the platform for patient transportation. Your job is to drive adoption (getting more departments and users active), expand into new use cases (prescription delivery, appointment reminders), ensure renewals, and grow revenue within your accounts. You're part CSM (relationship management, problem-solving) and part AE (identifying and closing expansion deals).

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:

• 60% Internal expansion opportunities - You're analyzing usage data, identifying departments not yet using the platform, or new use cases (specialty clinics, post-discharge transportation, prescription delivery).
• 30% Customer-initiated requests - Existing users come to you with problems or new needs ("Can we use this for our oncology patients?" "We're opening a new clinic, can we add them?").
• 10% Proactive strategic initiatives - Working with executives at your accounts to pitch larger transformation projects or system-wide rollouts.

SDR/AE Structure: No SDR support. You're managing your own book of accounts and identifying expansion opportunities through data analysis, customer conversations, and stakeholder mapping.

SE Support: Limited. You'll get help from product/implementation teams for complex technical questions or new feature rollouts, but you're mostly running expansion conversations yourself.

Competitive Landscape

Main Competitors:

• Existing contracts with other vendors (ModivCare, regional NEMT brokers) for services Uber Health doesn't yet cover at that account
• Internal inertia ("We're using Uber for outpatient rides, but our discharge team has their own process")
• Budget constraints (they're already paying you, convincing them to spend more is hard)
• Lyft or other transportation alternatives for departments not yet on Uber Health

How They Differentiate: You're already in the building and have proven value. Expansion is about showing ROI in one area and replicating it elsewhere. Data showing reduced no-shows or satisfied patients in one department is your best sales tool.

Common Objections:

• "We don't have budget for additional departments this year"
• "That department has a different workflow, this won't work for them"
• "We're happy with the current scope, no need to expand"
• "We're seeing utilization drop and need to fix that before expanding"

Win Themes:

• Proven ROI in existing departments (leverage success stories internally)
• Incremental value from new services (prescriptions, appointment reminders)
• Consolidating vendors (replace other point solutions with Uber Health)
• System-wide standardization (reduce complexity by using one platform)

What You'll Actually Do

Time Breakdown

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

Key Activities

• Regular check-ins with key stakeholders: You're meeting monthly or quarterly with care coordination directors, operations leads, and other buyers to review usage, address issues, and maintain relationships. Some of this is reactive problem-solving ("Why did utilization drop last month?"), some is proactive relationship building.

• Analyzing usage data to find expansion opportunities: You're digging into dashboards to see which departments are using the platform heavily vs not at all, identifying whitespace ("They're using it for primary care but not specialty clinics"), and building business cases for expansion.

• Running discovery for new use cases: When you identify an opportunity (e.g., using Uber Health for post-discharge transportation or adding prescription delivery), you're meeting with those department leaders, understanding their workflow, and pitching how Uber Health solves their problem.

• Managing renewals and contract expansions: Healthcare contracts often have annual renewals or multi-year terms. You're ensuring your accounts renew (tracking satisfaction, addressing concerns early) and negotiating expansions when they add departments or services.

• Coordinating with implementation and support teams: When usage drops or customers have issues (technical problems, driver quality complaints, coverage gaps), you're troubleshooting with internal teams and keeping the customer happy. You're also coordinating rollouts for new departments or features.

The Honest Reality

What's Hard

• You inherit whatever was sold: If the initial AE overpromised or sold to the wrong stakeholders, you're stuck managing those expectations. Some accounts will be thriving, others will be struggling with adoption or unhappy with the product.

• Utilization can be unpredictable: Healthcare usage patterns fluctuate. If a hospital's patient volume drops (seasonality, COVID impact, etc.), your utilization revenue drops. You're constantly monitoring this and trying to stabilize or grow it.

• Expansion often requires new budget approvals: Even though they're existing customers, getting them to spend more requires going through procurement and budget cycles again. You're competing with other priorities for their dollars.

• Churn risk is real: If outcomes don't meet expectations, contracts don't renew, or a competitor undercuts you, accounts can churn. You're balancing growth with retention, and some quarters you're just fighting to keep what you have.

What Success Looks Like

• Maintaining 95%+ net revenue retention across your book (minimizing churn)
• Growing your book by 20-30% year-over-year through expansions and upsells
• Closing 10-15 expansion deals annually (new departments, new services, increased usage)
• Identifying and landing 2-3 large strategic expansions that significantly increase account value

Who You're Selling To

Primary Buyers:

• Directors/VPs of Care Coordination or Patient Access (your main relationship - they own the platform day-to-day)
• Department heads in specific areas (oncology, cardiology, behavioral health, etc.) for expansion opportunities
• Operations leaders for system-wide initiatives
• Procurement or finance for contract renewals and budget discussions

What They Care About:

• Maintaining or improving outcomes in areas already using Uber Health (no-show rates, patient satisfaction)
• Minimizing disruption to existing workflows (expansions can't break what's working)
• Demonstrating ROI before expanding further (prove value in one area before adding more)
• Simplifying vendor management (consolidating services under one platform)
• Total cost of ownership and budget predictability

Requirements

• 3-5+ years in account management, customer success, or growth AE roles (healthcare experience strongly preferred)
• Experience managing a book of enterprise accounts and driving net retention + expansion
• Ability to analyze usage data and translate insights into expansion opportunities
• Strong relationship management skills (you're the face of Uber Health to these customers)
• Consultative selling skills for upselling and cross-selling
• Problem-solving ability to address customer issues and prevent churn
• Comfortable navigating healthcare organizations and understanding clinical workflows