GTM Strategy Lead, Abridge

• Experience developing commercial strategy for a complex B2B product, with work that reached customers and changed how the company sold. You can point to specific offers you defined that went to market, and to what happened to price, adoption or sales cycle afterward
• Hands-on pricing and packaging experience. You can explain the economics behind an offer and translate them into terms a buyer understands. You've set list prices, tiers or discount floors that a Deal Desk or sales team then applied, and you've changed a pricing model when the evidence called for it
• Experience pricing a product with no existing reference point, such as a new category, a new buyer or a new pricing unit, where you had to build the model from research instead of benchmarks
• Strong analytical skills. You can build a working model from incomplete inputs and identify which assumptions determine the recommendation. You work directly with account and usage data, combining it with external evidence to build actionable cohorts
• Clear writing that carries a skeptical reader through the reasoning. You produce a usable first draft and improve it through focused feedback
• Independent judgment. You take a position with the evidence available and change it when you learn something that warrants a different answer
• Ownership through completion. You have taken an ambiguous question through a decision and left other teams equipped to act
• The ability to influence across functions without owning every dependency. You can resolve competing priorities and surface decisions that need leadership involvement
• Curiosity about the product and the buyer's workflow. You learn enough about both to spot when an attractive idea will be difficult to buy or implement

Desirable

• Abridge is growing from one product into a platform, creating new ways to serve health systems and reach different buyers
• Each opportunity brings choices about the offer and the commercial motion that will make it work
• You will own those choices for a focused set of commercial priorities, from the first hypothesis through a tested recommendation
• You will determine which buyers to pursue and build an offer around the problem they need to solve
• Pricing and packaging will be central to that work, alongside the economic case and the path to a sale
• This is a senior individual contributor role on the Commercial Strategy team
• You will do the analysis and write the first draft yourself, working closely with colleagues who bring product expertise and customer context
• Your work should give leadership a clear decision and give the field an offer a buyer can understand and carry forward internally
• You will carry each body of work through an initial test and a clear handoff to the teams responsible for execution
• The role requires commercial judgment and the ability to finish work that others can use
• Recommend where we focus next and finish the work we choose. Compare opportunities against the resources and dependencies each requires. Agree on the decision to resolve and the handoff with the teams involved. Drive the work to a conclusion, raising unresolved choices early enough to keep it moving
• Own segmentation and targeting. Recommend which accounts we pursue for each offer, in what order, and through which buyer. Build cohort models from our own systems and public data, then translate them into prioritized account lists. Set proposed quarterly goals with Sales leaders, grounded in the opportunity and the capacity to execute
• Shape new products and sales motions early. Work with Product and Finance while there is still room to influence the offer. Assess which segments to pursue and how to enter them, including opportunities to bundle capabilities or sell a standalone product. Define what we need to learn before committing further resources. This often means defining an offer for a buyer we haven't sold to before, where there is no existing pricing precedent
• Develop the commercial thesis for new offers. Define the target buyer and the problem worth solving, then recommend the package and pricing model. Explain how the offer gets bought and how it should evolve at expansion or renewal. Ground the recommendation in customer evidence and a model of the economics
• Translate pricing decisions into terms the business can apply. Partner with Deal Desk and Finance on the price book and approval rules. Make the intended tradeoffs clear, including when a commercial concession could unlock broader adoption or an expansion. Hand off guidance that can be applied consistently, and revisit it when results challenge the thesis
• Build and test the first commercial argument. Turn product capabilities into a buyer's reason to act, supported by a credible value case. Work with Sales and Partner Success to test it in customer conversations. Partner with Product Marketing and Enablement to turn the initial work into a repeatable field motion
• Close the evidence gaps behind a decision. Draw on Commercial Insights and conduct targeted buyer research where needed. Build the model yourself, making assumptions visible and showing how the recommendation changes under different scenarios. Distinguish demonstrated customer value from what still needs to be tested
• Use commercial results to recommend changes. Review pricing performance with Finance and Deal Desk, alongside what we are learning about adoption and buying behavior. Identify where the offer is working and where it needs to change. Bring a recommendation and the evidence behind it