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MedMe Health

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Updated Apr 25, 2026 · 45 sessions

Progress Assessment

MedMe Health entered coaching at ~$10.3M ARR with aggressive targets of $28M in year one and $62M in 24 months ahead of a planned Series A. By April 2026, they have secured meaningful US footholds — ~$1M ARR from the APhA Foundation rural health program, a TopCo partnership covering 1,500–2,000 pharmacies, and an Albertsons enterprise deal in contracting — but growth pace and organizational readiness suggest they are behind the 3x year-one target. Persistent co-founder dysfunction, capacity constraints across sales/CS/clinical/RCM, and a leadership team still maturing from generalist to specialist structure are the primary drags on execution velocity.

Revenue (ARR)

Starting ARR
$10.3M
→
Current ARR
$11.3M
+1.1%/mo avg
Target
$28.0M
Behind pace

Open Threads 16

  • Resolve co-founder (Poria/Purya) relationship and communication dysfunction through direct conversation and structured coaching engagement

    Since 2025-07 · mentioned 12×

  • Build company-wide dashboard tracking key OKR/metric health indicators with finance controller

    Since 2025-09 · mentioned 4×

  • Establish internal Walmart advisor/back-channel contact to get real-time competitive positioning intel

    Since 2025-12 · mentioned 5×

  • Develop and implement structured sales playbooks and SPICED-based discovery training for junior sales team

    Since 2026-02 · mentioned 3×

  • Address Poria's misalignment on CS reporting structure (Poria assumed CS reports to him; decision was made for CS to report to Nick)

    Since 2026-04

  • Correct Priya's misleading contracted ARR accounting before Series A fundraising credibility is harmed

    Since 2026-04

  • Establish disciplined demand management process to stop overpromising across multiple geographic indie partnerships at expense of enterprise priorities

    Since 2026-04

  • Hire marketing director to accelerate US pipeline building

    Since 2026-01 · mentioned 3×

  • Implement tiered pricing structure ($99/$199/$399) and conduct founder-led customer outreach to validate premium features

    Since 2026-03 · mentioned 2×

  • Formally commit to Romario's promotion to head of engineering to eliminate uncertainty

    Since 2026-03

  • Establish daily leadership standup cadence with all department heads and weekly progress reviews toward quarterly goals

    Since 2026-04 · mentioned 2×

  • Develop Christine's strategic leadership transition — shift from tactical problem-solving to owning one strategic domain as teams scale

    Since 2026-04 · mentioned 2×

  • Close RHTP pilot with Albertsons before selling non-RHTP expansion separately using tiered MSA structure

    Since 2026-04

  • Set up separate voice agent pod with strong leadership to handle Shoppers Drug Mart and AI voice opportunity without cannibalizing core EHR focus

    Since 2026-04

  • Engage Mesmer's Joao to benchmark engineering team AI fluency and productivity levels

    Since 2026-03

  • Implement group webinar model for independent pharmacy QBRs instead of one-on-one to maintain service quality at scale

    Since 2026-03

Stalled Initiatives 5

  • Walmart enterprise deal close

    Walmart RFP discussed across 10+ sessions spanning July 2025 to April 2026. MedMe submitted best and final offer December 23rd 2025, received backchannel positive signals, but as of April 2026 still no signed deal and company remains in holding pattern pending more US market traction. Original Walmart RFP was lost; second Walmart opportunity has been open 9+ months without closure.

    First raised 2025-07 · last mentioned 2026-04

  • Daily standup implementation across leadership and teams

    Kevin recommended daily 15-minute standups in August 2025. Resistance from team documented in September 2025 with Purya unable to get buy-in. Poria mandated standups causing pushback. As of April 2026 a daily leadership standup is still being recommended as a new action item, suggesting the practice was never durably established.

    First raised 2025-08 · last mentioned 2026-04

  • Structured sales process and discovery methodology systematization

    Need to improve discovery process identified as early as August 2025 conference debrief. Nick acknowledged in February 2026 that team still jumps to solutions without understanding customer situation. As of March 2026, Kevin is still offering to build sales playbooks for the junior team — no evidence a formal playbook or discovery framework was ever deployed.

    First raised 2025-08 · last mentioned 2026-03

  • U.S. go-to-market motion validation and scale

    US expansion discussed every month across the full engagement. After 9 months of coaching, US revenue is anchored primarily by a single APhA Foundation grant program covering 300 pharmacies rather than a repeatable outbound or channel motion. The TopCo and Albertsons deals are early stage, and the team is still capacity-constrained and overstretched across multiple indie partnerships.

    First raised 2025-08 · last mentioned 2026-04

  • Hire and onboard experienced senior sales leadership (VP/CRO level)

    Kevin raised need for senior, experienced sales leadership starting October 2025, repeated in January and February 2026. As of March-April 2026, MedMe is hiring AEs and a CS lead but evidence of a CRO or VP Sales hire is absent. Christine continues to manage across too many functions, and the revenue org remains founder-dependent.

    First raised 2025-10 · last mentioned 2026-03

Playbook Gaps

Topics not yet covered in coaching sessions:

fundraising

Covered:

sales go to market hiring founder mindset leadership revenue operations customer success

Sales Call Patterns

No call reviews on file for this client.