The Midyear Reset: What Every Health Tech Team Should Be Doing Right Now
A practical framework to cut what’s not working, double down on what is, and enter next year with momentum.
If you lead growth, July is your leverage point.
Not for scrambling, but for stepping back. To evaluate what’s working, what isn’t, and where your strategy needs to evolve—not in theory, but in execution. This isn’t about building a new plan. It’s about tightening the one you’re already running.
The best teams don’t just look at the next quarter. They recalibrate across three time windows:
The Past: What did the last six months actually produce? What worked, what fell flat, and what missed the mark? Focus less on activity and more on outcomes.
The Present: What adjustments do you need to make right now, between July and December, to focus your motion, sharpen your messaging, and pull deals forward?
The (Near) Future: What needs to be built, solved, or clarified by next June so you can deliver results, meet expectations, and show real momentum to clients, investors, and the market?
You’re operating across an 18-month timeline. July is your window to make clear decisions, redirect your focus, and actively shape how this year ends and how the next one begins.
Past: What the Last Six Months Actually Produced
This isn’t a recap. It’s where you figure out what’s driving results and what’s quietly draining time and attention with nothing to show for it.
In every growth stall I’ve diagnosed, the root cause traces back to one of four places: positioning, market focus, GTM motion, or internal execution. That’s where reality shows up. That’s where leverage lives.
Look at each through the lens of outcomes, not activity:
1. Positioning and Messaging
Has your story evolved since January, or is it still anchored in what you think matters? Are you naming pressure the way your buyers talk about it, or still pitching capabilities they haven’t prioritized?
2. Market and Segments
What bets did you make on buyers, regions, or use cases? Which ones actually converted? Are you still targeting the right segments, or just the ones that responded to your emails?
3. GTM Motion and Channel
Where did qualified pipeline come from: outbound, events, partners, inbound? Which sources produced mid-funnel plan buyers who progressed from interest to real intent?
4. Team and Execution
Did recent hires perform against plan? Were they supported with a defined sales motion, clear collateral, and strong manager involvement, or handed scattered call notes and expected to figure it out? If someone new joined tomorrow, could they build real pipeline and ramp with confidence within 60 days, or would they be stepping into a process that doesn’t actually exist?
Start with the data. Pull pipeline reports, win-loss notes, campaign performance, and onboarding outcomes. Then sit down with your GTM leads and ask: What’s clearly working? What’s clearly not? And what are we pretending will turn around that probably won’t? That’s what drives the decisions about where your time, headcount, and budget go next.
Also, if you want to dig deeper into those root causes and how to fix them, read Why Health Tech Growth Stalls and How the Best Companies Break Through.
Present: What Needs to Change to Finish the Year Strong
July isn’t your last chance, but it’s your smartest one.
You still have time to affect what closes, what slips, and what sets up a stronger start to next year. But only if you refocus now. That means tightening campaigns, narrowing outreach, and aligning every function to the deals and milestones that still matter.
Here’s where to focus:
1. Buyer Pressure Mapping
Where is your buyer feeling urgency this quarter? Not general market trends, but specific problems their leadership expects them to solve now. If you haven’t uncovered that pressure through tight messaging and multi-threaded conversations, you’re guessing. And if you’re guessing, you won’t get time or traction.
2. GTM Precision
Are your campaigns and outreach calibrated to where urgency meets budget? Are they aligned with plan-year procurement cycles and internal buying timelines? If not, even strong prospects will stall out and slip into next year.
3. Strategic Resourcing
Where are your go-to-market teams misaligned or under-supported? Are sales, marketing, and product working toward the same near-term outcomes, or are they operating in parallel without coordination? If your resources aren’t aligned around the deals most likely to close, you’re not just losing efficiency. You’re losing real revenue.
4. Sales Execution Readiness
Where exactly is deal progression breaking down? Is it a messaging issue, an objection-handling gap, or a resource constraint? Use win-loss reviews, rep feedback, and deal inspection to isolate friction points. Then equip the team with what actually moves deals: clear language, sharper targeting, and proof that speaks directly to buyer concerns.
The window to shift your trajectory is now. You’ve already looked back at where you’ve been and what worked and what didn’t. Now you’re acting upon what you’ve learned and getting laser-focused.
Future: What Needs to Be in Motion to Start Next Year Ahead
January isn’t a fresh start. It’s where the choices you made in the previous Q3 and Q4 become visible.
You don’t need a full plan for next year. But you do need to make sure that by the time it hits, nothing critical is still undecided, under-resourced, or unresolved. That means building now, while you still have the time and leverage.
This doesn’t mean ideas are in discussion. It means the work is scoped, resourced, and already underway.
Here are some key areas of focus:
1. Strategic Positioning
What core message do you want buyers, partners, and investors to hear and remember next spring? This is the narrative you control, crafted through consistent messaging, clear value propositions, and targeted communications. It shapes expectations before proof arrives.
2. Policy and Regulatory Alignment
Are you actively tracking changes to CMS, NCQA, or state agency regulations for future measurement, compliance, or reporting purposes? And are those changes shaping your roadmap now, or being left as someone else’s problem for later?
3. Product and Delivery Roadmap
What needs to be validated, fast-tracked, or scrapped to meet next year’s plan year expectations? Are delivery and product teams aligned on what buyers expect to be live, and by when it needs to happen?
4. Headcount and Capacity
If your current stretch pipeline lands, do you have the staff to deliver successfully? What roles need to be filled in Q1 to avoid choking implementations, stalling onboarding, or risking Q2 churn?
5. External Signals and Storyline
What progress needs to be visible in the market by spring to earn credibility with buyers and partners? Decide now which stories you want to tell, then determine the milestones, client results, and launches required to bring them to life.
What happens next year will be shaped by what you finish, fix, or ignore now.
🔍 Midyear Reset Checklist
Use this 7-question gut check to evaluate your strategy and identify where to focus, adjust, or recommit across past, present, and future.
1. Are we focusing on the segments that align with our goals, or just the ones that happened to engage?
2. Did our go-to-market efforts generate qualified pipeline, or just surface-level interest?
3. Are we speaking to the problems our buyers are under pressure to solve right now, or still repeating January’s messaging?
4. Are our top deals forecasted based on real urgency, or internal optimism?
5. If a few big deals close, can we deliver without delays, risk, or overextending the team?
6. What traction needs to be visible in the next six to nine months, and are we actively building toward it?
7. What storyline do we want the market repeating, and are our actions reinforcing that narrative?
If any of these made you pause, that’s your signal. Refocus now, while the strategy is still yours to shape.
Final Thought
This isn’t a check-the-box review. It’s a practical reset designed to help you operate with more clarity, tighter focus, and stronger execution when it matters most.
You’ve looked back to understand what’s actually driving outcomes. You’ve realigned your current plan to match buyer urgency and market reality. And you’ve outlined what needs to be in motion now to show up stronger next year.
Done well, this reset prevents wasted effort, de-risks what’s ahead, and gives your team a strategy they can actually run. It keeps you from falling into the same reactive loop that slows most companies down,
You don’t need a reinvention. You simply need to be active and intentional on the journey towards your goals, and using a cadenced strategic review can provide immense clarity.
If you work this process with discipline, you won’t be playing catch-up; you’ll be the one pulling away.
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About the Author
Ryan Peterson writes Upward Growth, where he shares practical insights on selling health tech into the payor market. With 15+ years in healthcare growth leadership, he focuses on helping vendors translate their value into traction with health plans.
🟦 Connect with him on LinkedIn.