How Adonis positioned revenue cycle staff as "forgotten heroes" to win enterprise healthcare deals | Aman Magoon

Adonis is automating the revenue cycle for healthcare providers — replacing the BPO-heavy, human-intensive claims operations that keep back-office teams bloated and reimbursement yields chronically below what providers are owed. In a recent episode of BUILDERS, we sat down with Aman Magoon, Co-Founder and Chief Product Officer, and Chief Strategy Officer of Adonis, to learn how the team won early enterprise trust without a product to show, how they bifurcated their ICP across outpatient and inpatient settings, and why subject matter expertise — not lead gen gimmicks — has become their primary growth engine. Topics Discussed: How Adonis used data science diagnostics to create urgency and convert prospects before the product was built

The specific ICP attributes — customer type, size, and systems of record — that define an ideal Adonis account

Why in-person relationship building was a non-negotiable close condition in the early days and what the internal data showed

How proprietary primary research and quarterly in-person summits are driving brand authority in 2026

The "forgotten heroes" positioning strategy and the buyer psychology behind it

Why quality of pipeline beats volume in enterprise healthcare sales — and when the opposite is true

Behavioral economics as an underutilized framework for GTM teams

GTM Lessons For B2B Founders: Use diagnostics to manufacture urgency before you have a product. In Adonis's earliest days, discovery conversations revealed that the average revenue cycle leader and CFO knew something was wrong — team sizes inflating, reimbursement yields falling short — but couldn't isolate why. Adonis responded by offering what they called a revenue cycle analysis: a data science-driven diagnostic developed internally over two to three weeks, delivered as a McKinsey-style readout to stakeholders. Assigning a data scientist to a single uncontracted account isn't scalable. But it converted prospects into early champions by demonstrating that Adonis understood their problems better than they did. The product didn't exist yet. The insight did.

Pre-qualify on problem diagnosis, not just firmographic fit. Adonis's early qualification wasn't about budget or org size. It was about whether a prospect could articulate the root cause of their revenue cycle underperformance. If they couldn't — and most couldn't — that gap became the entry point for the revenue cycle analysis. For founders selling into operationally complex problems, a buyer who can't explain their own pain is a more qualified prospect than one who can, because the diagnostic becomes the wedge.

Treat in-person touchpoints as a close condition, then measure it. Adonis made in-person relationship building a deliberate standard early on, seldom closing deals without one to three in-person meetings with clients scattered across the country. At 18 months in, they ran an internal analysis comparing win rates on deals with multiple in-person touchpoints versus those without. The improvement was, in Aman's words, "staggering." The lesson isn't that in-person helps — that's obvious. It's that Adonis institutionalized it as a requirement, tracked it, and used the data to justify the ongoing investment.

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