Brady Fullmer
I help healthtech teams make product calls that hold up against how insurance and regulatory reality actually works, not just how a roadmap wants it to work.
Book a callMost product leaders in healthtech came up through tech first and picked up the business and insurance side later, if at all. I went the other way. Years on the business and health insurance side before I touched product, so I've sat in the room where a "simple" feature request runs into a regulatory wall, a pricing model, or a claims process nobody on the product team has seen up close.
That's the lens I bring to advisory work. Product decisions that survive contact with the parts of healthtech that don't show up in a Figma file.
Roadmap and prioritization calls that account for insurance, regulatory, and business model constraints from day one, not as a surprise in month six.
Structuring a product org around impact and judgment, not ticket throughput.
Practical, no hype help figuring out where AI tools actually change how a product team works, and where they don't.
Not a side project. I use it daily, and the outcome went past personal productivity. It gave my team shared language and direction, energy went up, and the product org started upskilling together.
Working with my CTO, we baselined the team on product sense, communication, and leadership instead of feature throughput. It turned out to be ahead of the curve. When AI changed what shipping tickets was worth, the team that had invested in fundamentals was the one ready for it.
Every engagement starts with a conversation about what you're actually running into. From there we figure out the right structure together, whether that's a single working session or something ongoing.
Have a healthtech product problem that needs an outside read? Grab time on my calendar.
Book a call