Prepared for the team at EntityRisk

By Vincent Hembrick

vhembrick@gmail.com · LinkedIn · (334) 524 1887

$5.8M

Qualified pipeline, self sourced

$524K

Closed won across 10 contracts

$1.7M

Active across 14 open proposals

BDR in service portfolio

About me

Ambitious Scientist

Materials science engineer with patents at J&J MedTech and Aptar. Moved into sales to get closer to the buyer.

Top BDR

Self sourced $6M in pipeline in 15 months at Certara, selling into technical buyers within the life sciences industry.

Why EntityRisk

My experience building a business and my science career give me a unique edge selling a highly technical product.

Opening

Why I built this

Ali, thank you for the conversation yesterday. I wanted to leave you with a clearer picture of how I think about the AE role at EntityRisk.

I sell into the exact buying committee EntityRisk is selling into. In my current role as a BDR at Certara, I prospect and multi thread VP, Director, and C level stakeholders across pharma and biotech. The language, the stakeholders, the buying cycles, and the signals that drive outbound success in this market are already my daily work.

What I bring that many AE candidates do not: a proven outbound motion built from zero, top ranked attainment inside a complex regulated category, and an engineering background that lets me hold my own in a room full of PhDs without needing a data scientist to translate for me.

Category point of view

Three forces pushing biopharma HEOR teams toward software

Faster than at any point in the last decade.

The Inflation Reduction Act is in its enforcement phase, not its debate phase

CMS released detailed explanations of the first round of negotiated prices in early 2025. That transparency puts every future negotiation candidate on notice that they need defensible, auditable, adaptable models to protect price. A one off consulting engagement does not produce a living model that can be updated when CMS asks a new question in 2027.

Most Favored Nation pricing pressure has shifted the conversation from defensive to preemptive

Boards are asking their CFOs and CCOs to model MFN scenarios today, not when a proposal drops. PROVEN's ability to simulate multi geography price distributions and contracting scenarios lands directly on that boardroom question.

EU Joint Clinical Assessment is live for oncology and ATMPs

Any biopharma launching globally now needs a single value model that can be adapted across member state requirements without model drift. This is a software problem, not a consulting problem. The consultancies know it, which is why they are racing to bolt tools onto their services offerings. EntityRisk is already there.

ICP read

Where the growth wedge sits

EntityRisk's website states that ten of the top twenty biopharma companies are customers, which establishes enterprise credibility. The more interesting commercial story is the growth wedge.

Enterprise anchor (top 20 pharma)

High ACV, long cycles, multi year, multi product expansion. Commercial lead is often an HEOR or Value Lead with a clear CFO sponsor.

Mid cap biotech approaching NDA or BLA

Fastest velocity segment. They have Phase 3 readouts, an ICER or HTA clock, and often no internal HEOR team large enough to build from scratch. The Manish Singh hire announcement explicitly called out this segment as a growth priority.

Late stage diagnostic and device with US market entry

Confirmed by the Cleo Diagnostics partnership in August 2025. Smaller ACV but a durable adjacent segment with clear economic buyer alignment.

Investor due diligence

PE and late stage healthcare investors using PROVEN for commercial diligence on buyout candidates. Different motion, different stakeholder, but the same underlying software.

The mid cap biotech segment is where a full cycle AE with outbound muscle can compound fastest. Enterprise deals move on relationships and brand that take time to build. Mid cap biotech moves on triggers: Phase 3 readouts, pre NDA meetings, PDUFA dates, recent capital raises for launch prep, VP of HEOR hires, VP of Market Access hires. Those signals are exactly what I built my Certara outbound playbook around.

Example target account approach

How I would actually work a named account

Representative of the mid cap biotech segment I believe EntityRisk should be prioritizing.

Archetype: late stage cardiometabolic biotech approaching first NDA

Stage

Phase 3 data readout expected within 12 months. Anticipated PDUFA inside 18 to 24 months.

Tier 1 signals

Recent capital raise for launch preparation, CCO or VP Market Access hire in the last 6 months, published Phase 3 protocol, public commentary on pricing strategy from the CEO.

Why PROVEN

They will face an ICER value assessment in the same window as launch, likely a CMS negotiation eligibility question within 7 to 13 years, and EU JCA if they have ex US aspirations. Their internal HEOR team is usually 2 to 5 people. They cannot build and maintain a defensible GCEA model in Excel at the speed the market demands.

Multi thread

VP of HEOR or Value and Evidence as champion. VP of Market Access as co sponsor. CFO or VP Finance as economic buyer on pricing defense. CCO for commercial strategy alignment.

Expected cycle

6 to 9 months from first meeting to signed contract. Land a single indication, expand to geography and pipeline.

Mock outbound sequence

Five touch cadence into the archetype

Email, LinkedIn, phone, value email, breakup. Tuned to a VP HEOR persona at a Phase 3 cardiometabolic biotech.

Touch 1: Email, day one

Subject: ICER window and your Phase 3 readout

Hi [First name], I saw [Company] is closing in on the Phase 3 readout for [asset], which puts your team in the ICER window sometime in 2027. Most HEOR leads I talk to at this stage are building the value model in Excel or pulling in a consultancy for each submission, which means rebuilding every time the data changes or a geography asks for a different framework. EntityRisk built PROVEN specifically so you run GCEA, budget impact, and scenario pricing on one model and update it at the push of a button. Worth 15 minutes to see if we fit the way you are set up today? I have next Tuesday or Wednesday afternoon open.

Touch 2: LinkedIn connection with note, day three

[First name], sent you a note on the ICER angle earlier this week. No pressure, just thought the current policy environment and your Phase 3 timeline make this a useful conversation even if timing is not right. Open to connecting here either way.

Touch 3: Phone with voicemail, day five

Hi [First name], this is Vincent with EntityRisk, I sent you a note earlier this week. I know I am interrupting, appreciate 30 seconds to tell you why I called and you tell me if it is worth a longer conversation. [Pause.] With your Phase 3 readout coming and ICER likely weighing in shortly after, my assumption is your team is already pressure testing the value story. We built PROVEN specifically so HEOR leads can run multiple value frameworks on one model instead of rebuilding in Excel per submission. Wrong assumption, or worth 15 minutes next week?

Touch 4: Value email, day eight

One more resource and I will get out of your inbox. Our team published a case study on how we quantified the societal value drivers for neffy with PROVEN. It walks through how GCEA changes the value story versus traditional CEA, and it is the kind of framing your team will need when the ICER draft lands. Link below. If it sparks anything, happy to talk. If not, I will check back at your Phase 3 readout.

Touch 5: Break up, day fifteen

Closing the loop, [First name]. If PROVEN is not a fit or the timing is off, I understand. If the right person for this conversation is someone else on your team, I would appreciate a pointer. Either way, I will stop reaching out after this note.

First 90 days

Plan grounded in what EntityRisk actually sells

Tied to the PROVEN modules and the people EntityRisk sells to: VPs of HEOR, Market Access, Value and Evidence, Pricing, and Commercial Development across biopharma and select diagnostics.

PHASE 01

Days 1 to 30. Absorb and build

Platform mastery across OutcomesML, ValueML, EvidenceML, PriceML, and CommercialML. Run demos unaided by day 30.
Study PROVEN Perspectives, Cleo and ARS case studies, the Phelps and Lakdawalla GRACE material.
Shadow 15 plus live calls. Meet every SME who joins deals.
Build a 50 to 75 account list with trigger tier scoring.

PHASE 02

Days 31 to 60. Activate pipeline

Target 30 first meetings booked by end of day 60 through outbound.
Run first unaided discoveries. Pull SMEs with a one page brief every time.
Work ISPOR or equivalent industry event. Prebook meetings, own the booth.
Start CFO and VP Finance outreach on top 10 accounts to secure economic buyer access.

PHASE 03

Days 61 to 90. Convert and scale

Advance 2 to 3 opportunities to proposal or paid pilot.
Close or commit first deal, including expansion on existing logos.
Publish internal battle cards against Lumanity, Precision AQ, and internal build.
Deliver 90 day readout with pipeline, themes, and proposed GTM adjustments.

Year one commitments

Metrics I would hold myself accountable to

Assuming a standard enterprise SaaS ramp and a quota conversation with the hiring team.

Quota attainment

Ramp to full quota production by end of Q2. Deliver 100 percent of annual quota by end of Q4, with stretch of 110 to 120 percent.

New logo targets

At least 4 new logo wins in year one across the mid cap biotech segment. Mix of single module land and multi module land depending on account maturity.

Expansion motion

Partner with Dana Panzer and the Client Success team to identify at least 3 expansion plays in existing accounts, whether additional indications, additional geographies, or additional modules.

Strategic contribution

Publish internal battle cards for the top three competitive scenarios (Lumanity, Precision AQ, internal build) and contribute at least one improvement to the outbound playbook that peer AEs adopt.

Conference ROI

Treat ISPOR US, ISPOR Europe, AMCP, JPMorgan, and Biotech Showcase as measurable top of funnel investments. Report specific pipeline attribution from each event.

Closing

Ali, thank you again for the time yesterday. This document is meant to share how I think about the AE seat at EntityRisk, not to pitch a finished plan. Plenty of the assumptions will change once I have access to internal data, the real coverage model, and the team. What will not change is the posture: forward looking, numbers driven, and committed to compounding with a team that is already shaping the category.

Happy to go deeper on any section if you have any questions.

Vincent Hembrick