A repositioning sprint, a hero film, and a paid rebuild — 90 days.

The client — a Series B medtech headquartered in Santa Monica, $24M ARR, sixty-person team, Class II FDA-cleared device — had fired two agencies in eighteen months before the CMO reached out. The first was a brand shop that delivered a beautiful film and a PDF brand book and never touched the ad account. The second was a paid-media agency that grew cost-per-lead by forty-five percent in ninety days and blamed the creative, which had been made by the first agency.

The positioning was drifted. The website said “precision cardiac imaging.” The sales deck said “next-generation point-of-care diagnostic platform.” The LinkedIn ads said “AI-powered cardiology solution.” The three said different things to the same buyer — a hospital procurement director with a defined ICP profile — and the buyer was confused enough to spend the discovery call asking what the product actually did.

By the time the CMO called us, she had eight months of board-approved runway on the marketing budget and a Q3 kickoff to a new sales motion riding on it. She wanted one team, one contract, one report. No multi-vendor Slack.

We opened with the Slate phase — our standard ten-business-day positioning sprint. We interviewed the two founders, the head of clinical, three longest-tenured customers (two cardiologists and a hospital procurement director), two competitor buyers, and two prospects who had evaluated the client and chosen a competitor. We read the last six months of sales calls and the last twelve months of paid-ad creative.

The insight: the product was not a “diagnostic platform” or an “AI solution.” It was a replacement for a specific, slow, expensive existing workflow that hospitals were already budgeting against. The best customers did not buy it for the AI. They bought it because it gave them a result in twelve minutes that otherwise took two hours. The positioning was a speed story, not a technology story.

We rewrote the one-pager around the speed thesis, named the category in a single word, and signed the brief on day fourteen. Every downstream deliverable derived from that page.

The Shoot phase ran five weeks. We filmed in two hospitals on the West Coast, one in the Midwest, and in the client’s Santa Monica headquarters. Two days of patient-flow footage on location. One day of product and engineering B-roll. A half-day of founder portraits on the shop floor.

While the hero film cut, the AI media library built in parallel. Two hundred brand-consistent image and video assets covering paid-LinkedIn variants, retargeting frames, vertical cuts for outbound BDR video, and stills for the sales deck. Every asset ran through the same palette, the same type system, and the same photo direction brief — so the AI assets sat next to the real footage without looking pasted on.

The landing-page rebuild followed the hero film by two weeks. New top-of-funnel page, new mid-funnel explainer, new proof-point page citing the three filmed customer sites. Shipped on the same Next.js stack as the existing product page, so the CRO team owned it from day one.

Ninety days after signature, marketing-sourced qualified pipeline was up forty-eight percent against the pre-engagement trailing ninety-day baseline. Blended CAC dropped eighteen percent on paid channels. LinkedIn ROAS moved to 2.1x against the account’s previous 0.8x. The monthly one-page Signal report became the first meeting on the CFO’s calendar, not the last.

The deeper win was structural. The client had one contract instead of three. The CMO got her orchestration time back — she estimated thirty percent — and spent it on the sales-enablement work that had been starving. The next quarterly board deck had a single marketing slide with three numbers on it, instead of a six-slide section arguing three vendors’ dashboards against each other.

Six months in, the retainer upgraded from Growth ($10,000) to Scale ($20,000). Not because we asked, but because the ABM motion had proved out and the company wanted it resourced.