The Thesis
The methodology generalizes. The vertical doesn't.
Capital equipment markets share a structural pattern. Sales cycles are long — three months to a year or more. Deal sizes are large, sometimes six or seven figures. Buyers are technical, often institutional, frequently committee-driven. Purchase signals build slowly across months — staff additions, service expansions, technology upgrades, competitive vulnerabilities — all visible to anyone who knows where to look.
That structural similarity is why the methodology travels. A scoring model that predicts CBCT purchase in dental practices uses the same architecture as one that predicts collision repair equipment purchase in a body shop. The signals differ. The competitive incumbents differ. The buying committees differ. But the underlying intelligence problem — finding the right buyer at the right moment with the right angle — looks the same across categories.
We've proven the model in two verticals. Dental went live first. Medical aesthetics is launching. Both used the same four-stage build: discovery, rubric construction, pilot deployment, scale or stop. The platform doesn't change between verticals. The scoring model gets built fresh.
If you sell capital equipment into a defined market and your reps are arriving too late, your category may be a fit. The honest answer is found in a 30-minute call.