What did Revenue Reimagined actually do at Healthicity?

We ran the GTM audit in February and March 2025, then took the revenue seats: Adam Jay as CRO and Jake Reni over post-sales. Over 16 months we aligned comp and quotas, installed SPICED and a gated sales process, consolidated Salesforce into HubSpot, wrote the post-sales rules of engagement, and supported the diligence process through to the acquisition by Compliancy Group in June 2026.

Did Revenue Reimagined sell the company?

No. The CEO and the board ran the sale with their advisors. Our job was the revenue system underneath it: one CRM, a forecast built on defined stages, retention with an owner, and reporting a diligence team could verify. Those are the things a buyer prices.

How long did it take?

The audit took six weeks. The engagement ran from the April 2025 kickoff through the acquisition announcement in June 2026. The comp and process changes landed in the first 90 days, the CRM consolidation in Q4 2025, and the retention work ran through the sale.

How Healthicity rebuilt its revenue system and sold the company 16 months later.

Healthicity had a product customers kept and a CEO who knew the revenue engine was not built to scale. Two CRMs, six SDRs booking one or two meetings a week, comp plans paying for the wrong things, and no RevOps function. We scored the GTM Gap®, took the CRO seat, rebuilt sales, post-sales, and the data underneath them, and the company closed 2025 with its two best revenue quarters on record. In June 2026, Compliancy Group acquired Healthicity.

Client: Healthicity — Healthcare , Privately Held. Engagement: Feb 2025 – Jun 2026.

Results

Outcome: Acquired by Compliancy Group, June 2026
Expansion ARR growth, 2025: +52% year over year
Logo churn, trailing 12 months: 1.55% to .86%
Systems of record: HubSpot + Salesforce to HubSpot only with GTM Command Center
Revenue quarters: Q3 and Q4 2025, the two strongest in company history

The Gap: Strategic recognition without operational execution

Leadership had already named the problems. What was missing was the infrastructure to act on them. Healthicity ran on two CRMs that disagreed, a marketing engine measured on email volume, a sales team with no shared method, and compensation that paid out before pipeline existed.

Two systems, no source of truth — HubSpot and Salesforce both held customer data and neither was trusted. 36,000 contacts were marked SQL against 11,000 companies. 16 automated workflows fired on a single inbound contact, some undocumented, some in conflict, delaying outreach by up to 3 business days. Nobody owned RevOps.
A sales team working on tribal knowledge — Six SDRs produced one to two qualified meetings a week between them. No methodology was in use. CRM stages had no definitions and no exit criteria, so the forecast was a collection of opinions. AE performance depended on who had been there longest.
Compensation pointed the wrong way — Plans rewarded closed revenue and nothing upstream of it, so no one was paid to create pipeline or keep a customer. One rep earned $16K in commission in a below-average month. Revenue goals, quotas and comp did not agree across marketing, sales and customer success.

The Fix: Five moves: audit, alignment, process, stack, retention

We scored the GTM Gap® first, then took the CRO seat and rebuilt in the order the GTM Growth Plan called for: get the goals and the money pointed the same way, give the team one process, consolidate the data, and turn customer success into a revenue function.

Run the GTM Diagnosis, then take the seat.: Interviewed executives and functional leaders, scored 150+ criteria across Strategy, Marketing, Sales, People, and RevOps, and delivered a phased roadmap in March 2025. Revenue Reimagined took the CRO seat, with weekly GTM, sales, and leadership cadences in place from kickoff. Why: The CEO had the diagnosis in his head and no bandwidth to execute it. A plan without an owner inside the business would have joined the other plans on the shelf.
Align goals, quotas and comp across every revenue role.: Rebuilt AE, BDR, and account management compensation so each plan paid for the behavior that the role controls: qualified meetings, pipeline created, expansion booked, renewals kept. Replaced the legacy commission structure that paid out ahead of performance. Why: Compensation is the one document every rep reads twice. Until the plans agreed with the targets, no process change would hold.
Install one sales process and one method.: Defined funnel stages with entry and exit criteria, put SPICED into HubSpot as required fields, trained AEs and CSMs on it, and ran a weekly sales meeting off the pipeline rather than an agenda. Added call recording and review, with Joint Impact Plan tagging on every call. Why: A method that lives in a training deck decays in a week. One that is written into the CRM from every recorded call survives turnover and shows up in the forecast.
Collapse two CRMs into one and connect finance.: Retired Salesforce and moved the company onto HubSpot Sales Enterprise, with a RevOps partner building objects, line items, and the Maxio billing integration. Rebuilt the finance reporting in HubSpot that the diligence process later ran on. Why: A buyer prices what it can verify. Two systems that disagree are a discount. One system with clean line items and reporting a banker can read is the opposite.
Make retention a revenue function.: Wrote the Post-Sales Rules of Engagement: a six-stage customer journey from signature to advocacy, SLAs, ownership rules and an expansion motion run by account management. Reset the BDR structure from three to one and redirected the spend toward signal-based outbound. Why: Gross retention was the valuation drag. Expansion grew 52% in 2025 once someone owned it, and logo churn fell from 1.55% to 1.12% trailing twelve months.

Cost of inaction

Healthicity was carrying roughly $8.4M of ARR into a sale process with 80% gross revenue retention, a CRM stack that produced two versions of every number, and a marketing engine that missed its Q4 SAO target by more than half. A buyer's diligence team reads all of that as risk and prices it that way. Every quarter on two CRMs was a quarter with no defensible forecast, and every renewal lost without an owner was ARR a buyer would strip from the multiple. Without a system a buyer could see, the exit would have happened at a worse number, or not at all.

90-day outcome

2025 closed as one of the strongest years in company history for new sales and expansion: 28% year-over-year ARR growth, 52% expansion growth, AE bookings of $1.24M, and Q3 and Q4 as the two highest revenue quarters on record. Customer NPS rose 31 points, and trailing twelve-month logo churn fell from 1.55% to 1.12%. Healthicity entered 2026 with one CRM, finance reporting diligence could run on, a documented sales process, and post-sales rules of engagement a buyer could keep. On June 17, 2026, Compliancy Group announced its acquisition of Healthicity, creating a combined platform serving more than 3,000 healthcare organizations.

Common questions

What did Revenue Reimagined actually do at Healthicity?: We ran the GTM audit in February and March 2025, then took the revenue seats: Adam Jay as CRO and Jake Reni over post-sales. Over 16 months we aligned comp and quotas, installed SPICED and a gated sales process, consolidated Salesforce into HubSpot, wrote the post-sales rules of engagement, and supported the diligence process through to the acquisition by Compliancy Group in June 2026.
Did Revenue Reimagined sell the company?: No. The CEO and the board ran the sale with their advisors. Our job was the revenue system underneath it: one CRM, a forecast built on defined stages, retention with an owner, and reporting a diligence team could verify. Those are the things a buyer prices.
How long did it take?: The audit took six weeks. The engagement ran from the April 2025 kickoff through the acquisition announcement in June 2026. The comp and process changes landed in the first 90 days, the CRM consolidation in Q4 2025, and the retention work ran through the sale.