Healthcare XR · Fractional GTM · Hospitals and adjacent care
“I think all those plans that I had about making this less of a department, more of a system — is really coming together.”
SyncVR Medical builds XR for healthcare, with hospitals as the core buyer and adjacent care and new geographies coming next. When Hein and I started talking, the product was already working. There was real traction, real belief, and buyers who genuinely wanted it. What they were running into is what most founder-led teams hit at this stage. Growth had gotten messy.
More conversations, more decks, more campaigns, more pages, more follow-ups. Everyone was busy and nothing was compounding. They didn’t need more marketing. They needed a system the team could actually run.
SyncVR had momentum. What they didn’t have was a system. Sales enablement, website work, webinars, outreach, messaging, pricing, packaging, content, lead routing. All of it was in motion. None of it was connected, and that was the real problem.
Different buyers were getting different stories. Different deals needed different assets. The team kept guessing what to say, to whom, and when. One day Hein said it himself: “make this less of a department, more of a system.” That was the ask.
The issue wasn’t effort. Everyone was working hard. The issue was repeatability. They needed a setup the team could run week after week without rebuilding it from scratch every time.
I framed SyncVR’s situation as one system, not a pile of marketing tasks. That meant strategy and playbooks, campaign management, coaching for the team, monthly targets, weekly reviews, and sprints to keep execution moving forward.
The scope was broad but it was connected. Sales enablement, ICP, messaging, pricing and packaging, ABM, webinars, outreach, website, lead routing, motion design, and support for the juniors who needed it most. None of these ran on their own. Each one fed the others.
The goal wasn’t more activity. It was activity that finally worked together.
I rebuilt the commercial pages around real sales stages: discovery, demo, proposal, info request. Every stage got its own page doing its own job. Packaging and pricing were sharpened so buyers didn’t have to guess at value, and messaging came off vague category talk and onto language buyers could actually act on.
The junior marketers got coached and managed. Content systems got set up. Webinars, decks, follow-up flows, and outreach plays were built as pieces of one motion, not isolated assets, so each piece could feed the next. We built frameworks for creating, reusing, and distributing so the team wasn’t starting from scratch every time something new came up.
I treated the revenue process as one system that had to work before, during, and after every meeting. Forms, qualification, CRM flow, discovery, content loops, follow-up. All of it connected as one thing, not separate jobs. The questions driving every decision were simple. Where’s the friction? Where’s the block? What has to change so deals actually move?
The biggest result wasn’t a flashy campaign outcome. It was a foundation. Sales and marketing started supporting each other, and the same story started working across every buyer moment. Packaging and positioning happened on purpose instead of by accident. There were fewer improvised calls and more intentional moves.
Marketing stopped being a separate department producing output for its own sake and started being part of how SyncVR actually sells. Less friction for the buyer. Fewer fires for the team. More deals moving through the system.
“When I saw everything that was going on in the sales funnel, it was very easy for me to see what needed fixes.”
SyncVR had belief, traction, and commercial energy long before we started working together. What they were missing was structure. The kind of structure that turns energy into execution the whole team can repeat. Across hospitals, adjacent care, and new geographies, that kind of structure matters more as things grow, not less.
The work was never about better copy or prettier decks. It was about the materials, messages, and decisions that make a GTM motion coherent in the first place. Clearer positioning. Better sales support. A motion the team can run without me in the room.
Real engagements with founder-led B2B SaaS teams. Real results.
“What truly transformed our marketing is that Douwe bases every decision on facts, experience, and proven successes — combined with the latest AI-driven tools.”
“Revenue grew 285% in year one and 245% in year two. Win rate reached 28%. He tightened our ICP, sharpened the story, and the numbers followed.”
