Aug 3, 2026 · 21 min · 10 segments
Too many healthcare companies build the product before mapping the reimbursement pathway. And that mismatch - between clinical value and commercial reality - is what stalls otherwise good businesses…
Eric MarrHost
We at Life Science Logic have seen a pattern with a growing number of early-stage healthcare, digital health, and med tech companies, others as well, uh, other categories, but these will work for the purposes of today's discussion.

And until they get acclimated to a variety of re- reimbursement functions and processes, it's an easy mistake to make.

Uh, people want something, uh, ship whatever product or service they have to the people, then figure out billing afterwards.

So getting a new CPT code recognized, negotiating a value-based contract, getting onto an employer's covered benefits list, none of these are quick administrative steps.

They're long processes run by different committees with different evidence standards and different timelines.

Insiders who've taken codes through this process describe it as commonly taking years, not months.

And I don't think they're exaggerating, especially once you factor in building specialty society support and generating the evidence the CPT editorial panel expects to see.

So if you don't map that path early, you can end up with something very special, clinically credible, but commercially very hard to sell.

That's the hidden risk we're unpacking today, why reimbursement complexity is one of the biggest barriers to scaling healthcare innovation, and what a better sequence might look like if it makes sense to you.

We at Life Science Logic have seen a pattern with a growing number of early-stage healthcare, digital health, and med tech companies, others as well, uh, other categories, but these will work for the purposes of today's discussion.

And until they get acclimated to a variety of re- reimbursement functions and processes, it's an easy mistake to make.

Uh, people want something, uh, ship whatever product or service they have to the people, then figure out billing afterwards.

So getting a new CPT code recognized, negotiating a value-based contract, getting onto an employer's covered benefits list, none of these are quick administrative steps.

They're long processes run by different committees with different evidence standards and different timelines.

Insiders who've taken codes through this process describe it as commonly taking years, not months.

And I don't think they're exaggerating, especially once you factor in building specialty society support and generating the evidence the CPT editorial panel expects to see.

So if you don't map that path early, you can end up with something very special, clinically credible, but commercially very hard to sell.

That's the hidden risk we're unpacking today, why reimbursement complexity is one of the biggest barriers to scaling healthcare innovation, and what a better sequence might look like if it makes sense to you.
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