The SocialClimb Playbook: Scaling from SMB to Enterprise in Healthcare SaaS

The SocialClimb Playbook: Scaling from SMB to Enterprise in Healthcare SaaS

Four years ago, the healthcare market underwent a seismic shift. In a recent episode of Category Visionaries, SocialClimb CEO Ty Allen described a transformation that would reshape their entire go-to-market strategy: private equity firms began aggressively consolidating medical practices.

“About four years ago, we started seeing a pretty significant increase in the number of practices that were consolidating together,” Ty explains. “It was happening on two sides of the fence. You had the PE money starting to come in, and then you had the private practices pushing against it and banding together as independents.”

This market evolution demanded a sophisticated approach to serving vastly different customer segments. For practices with fewer than 20 doctors, SocialClimb discovered they needed someone who could manage marketing with minimal time investment. “They have somebody who has some other role who’s been tagged to take care of marketing,” Ty notes. “That person needs the platform to be super simplistic for them, very automated and something that they can basically manage with 2 hours a day or less of their time.”

The landscape changes dramatically as practices grow. “As you move up strain, you get to the 30, 40, maybe up to 100 doc practice. We typically see them hiring a marketing person who does have some experience,” Ty shares. However, these roles come with unique challenges: “It’s really hard to get a really skilled marketer to want to work in that scenario because there are a lot of restrictions related to HIPAA and how the physicians actually want them to tell their story online.”

The most significant transformation came with serving large, PE-backed organizations. “The thing that we’re really working hard on is our feature set working well for the 100 to 1500 doctored practices, which are what’s coming out of these private equity acquisition patterns,” Ty explains. These groups operate differently, “more like private equity backed business of any other sort where they’re all about growth patterns. They’re all about the next transaction.”

SocialClimb’s ability to provide precise ROI data became particularly valuable for these larger organizations. “We can attribute marketing efforts all the way down to the patient, a list of patients acquired by each marketing tactic. And in many cases, we can also help the practice understand what the lifetime value is on those customers, what the customer acquisition cost really is.”

The company’s growth strategy embraced this market evolution. They developed new features enabling customers to “use predictive data to identify high value cases in their area and target those patients that will bring them more profitable revenue versus just any kind of revenue.” This capability proved especially valuable for PE-backed practices focused on accelerating growth.

The results speak for themselves. “We’ve always grown at more than 30% per year and our pace this year is well above that. So we’re a 40 plus percent annual growth SaaS business today,” Ty shares. Much of this growth comes from existing customers expanding their use of SocialClimb as they acquire new practices.

Their success in serving both ends of the market stems from a deep understanding of each segment’s needs. Small practices need simplicity and automation. Enterprise customers require sophisticated tools for managing marketing across hundreds of locations. By building solutions that address these distinct requirements, SocialClimb has positioned itself as a valuable partner across the entire healthcare spectrum.

This strategic evolution offers a crucial lesson for B2B SaaS founders: sometimes the path to growth isn’t choosing between SMB and enterprise, but finding ways to serve both markets effectively with solutions tailored to their unique needs.