LG NOVA

The mandate wasn't strategy. It was execution.

LG NOVA, the innovation arm of LG Electronics, partnered with HBP to evaluate and commercialize one of its Diagnostic AI portfolio companies. The mandate was clear and unforgiving: figure out which technology had the highest market readiness, identify the right vertical, secure early adopters, and stand up a repeatable go-to-market engine. Real traction. Real customer commitments. Six months.

Strong tech, no commercial wedge.

Diagnostic AI faced the early-commercialization pattern we see across health-tech innovation labs.

• Multiple potential technologies inside one company. No clear market priority.
• No defined beachhead segment or ideal customer profile.
• Limited real-world validation with healthcare buyers.
• No structured sales motion, no enterprise credibility, no demo strategy.
• Pricing not yet tied to measurable ROI for hospital procurement.
• Investors waiting on proof of traction before deeper commitment.

Embedded as fractional CCO.

HBP didn't deliver a strategy deck and walk away. We embedded as a fractional Chief Commercial Officer, combining market validation, customer discovery and frontline selling under one accountable engagement.

Technology & market validation

• Pressure-tested every potential technology track inside the company.
• Evaluated clinical use cases, buyer urgency and procurement friction.
• Identified the highest-probability technology and initial vertical for entry.
• Defined ICP, buyer personas and value narrative against real-world hospital workflow.

Sales infrastructure

• Full sales enablement kit: investor and customer pitch decks, ROI & value frameworks, objection-handling guides, messaging scripts.
• Repeatable outbound and follow-up motion the team could actually run without us in every meeting.

Pilot program design

• Formalised early-adopter pilot structure with measurable success metrics.
• Defined conversion triggers from pilot into paid expansion.
• Pilots designed to land directly into procurement, not into another evaluation cycle.

Pricing & packaging

• ROI-aligned pricing model tied to hospital operational and financial impact.
• Packaged for enterprise procurement workflows that hospital CFOs actually approve.
• Land-and-expand pathways built into the structure.

Demo & GTM execution

• Standardised demo strategy tailored to clinical, operational and financial stakeholders separately.
• Live feedback loops to refine positioning week over week.
• Targeted outreach to innovation-forward providers and design partners.

Validated demand, real customers, investor-grade traction.

Inside six months, the company moved from portfolio evaluation to validated commercial traction backed by real hospital commitments.

• Initial technology and target vertical validated with real buyer signal.
• 6 Letters of Intent secured from prioritized early-adopter accounts.
• 3 pilots launched with structured success metrics and expansion paths.
• Repeatable sales process documented and operational.
• ROI-based pricing & packaging shipped.
• Investor-facing summary of pipeline progress and commercialization roadmap delivered.

One prioritized technology. One focused vertical. One repeatable engine.

Instead of multiple theoretical commercialization paths, the company exited the engagement with a clear wedge into the market: qualified early adopters, revenue-convertible pilots, investor-grade traction, and a clear scale roadmap.

The result: enterprise credibility outside, internal investment confidence inside, and a much shorter path from innovation to revenue.

“Faster validation, stronger pipeline, and a clear path from innovation to revenue.”