Why Brightside’s Most Important Hire Wasn’t a Growth Marketer or Enterprise AE

Why Brightside’s Most Important Hire Wasn’t a Growth Marketer or Enterprise AE

Most healthcare founders know they need a clinical co-founder. What they underestimate is how much that decision determines everything else—your credibility with payers, your ability to publish research, the quality of your provider network, and ultimately whether you’re building something defensible or just another telemedicine commodity.

In a recent episode of Category Visionaries, Brad Kittredge, CEO & Co-Founder of Brightside, explained why finding Mimi Winsberg—a Stanford-trained psychiatrist with 30 years of practice experience—was more consequential than any growth hire, sales leader, or marketing investment. That single relationship unlocked assets that no amount of capital could buy: clinical legitimacy in a field where credibility is currency.

Here’s why clinical co-founders aren’t just nice-to-have in healthcare—they’re the foundation of everything that matters.

The Credibility Multiplier

Brad had a vision for rebuilding mental health care from the ground up. He had a technical co-founder in Jeremy Barth who could build the platform. But vision and execution aren’t enough in healthcare. You need credibility with the one audience that matters most: the clinical community.

“Were just so fortunate to get connected with Mimi Winsberg, who’s a Stanford trained psychiatrist with 30 years of practice experience, to really bring the rigor of, traditionally, how things have worked and the openness and understanding of how they could work better,” Brad explains.

Notice what Mimi brought that Brad couldn’t get anywhere else: “The rigor of traditionally how things have worked.” This isn’t just clinical expertise. It’s institutional knowledge of healthcare’s immune system—understanding why things are the way they are, which fights are worth having, and how to navigate change within a conservative system.

But Mimi also brought “the openness and understanding of how they could work better.” This combination is rare. Most seasoned clinicians know how the system works but can’t envision alternatives. Most innovators can envision alternatives but don’t understand the system. Mimi had both.

The Clinical Model Foundation

What could Brightside actually build with Mimi versus without her? The difference was fundamental.

“To make sure that all of our clinical model and the way we manifested these opportunities were really well grounded,” Brad notes. This grounding meant Brightside could build on evidence-based practices rather than reinventing from scratch or, worse, implementing approaches that wouldn’t hold up to clinical scrutiny.

In healthcare, “well grounded” isn’t marketing language. It means your protocols align with clinical guidelines, your treatment approaches are backed by evidence, and your care model makes sense to other clinicians. Without that foundation, you’re building a house on sand.

More critically, Mimi enabled something most digital health startups can’t do: “We could build a great provider network that we could publish papers to demonstrate what we’ve done and sort of build trust within the help community.”

Break down what that sentence contains:

• Build a great provider network (recruiting quality clinicians requires clinical credibility)
• Publish papers (requires rigorous methodology and clinical expertise)
• Demonstrate what we’ve done (prove outcomes, not just promise them)
• Build trust within the health community (the ultimate moat in healthcare)

None of these happen without a clinical co-founder of Mimi’s caliber.

The Provider Network Effect

Building a provider network isn’t like hiring engineers or salespeople. Clinicians care deeply about who they’re working with and what clinical model they’re supporting. They want to know: Is this real medicine or Silicon Valley cosplay?

A Stanford-trained psychiatrist with 30 years of experience saying “this is the right way to deliver care” opens doors that no recruiter, compensation package, or growth trajectory can. It signals to other high-quality clinicians that this is legitimate, that someone they respect has vetted the clinical model.

This creates a quality flywheel. Better clinical co-founder → better initial provider network → better outcomes → easier to recruit top providers → even better outcomes. The clinical co-founder isn’t just the first domino—they determine the size and quality of every subsequent domino.

The Research Moat

Brad mentions publishing papers almost casually, but this represents a competitive advantage that most digital health companies never achieve. Published research requires:

• Rigorous data collection and methodology
• Clinical expertise to design valid studies
• Credibility to get peer review attention
• Intellectual honesty to publish real outcomes

Mimi made all of this possible. She knew what questions mattered to the clinical community, how to structure studies to answer them, and how to translate Brightside’s data into peer-reviewed validation.

Why does this matter for GTM? Because published research is the ultimate trust signal for payers and health systems. Any company can claim great outcomes. Companies that publish peer-reviewed research demonstrating those outcomes are playing a different game entirely.

This isn’t about brand marketing. It’s about creating clinical legitimacy that translates to pricing power, contract renewals, and defensibility when competitors come calling with lower prices.

The Payer Trust Factor

When Brad walked into Cigna with data from 500 cash customers, Mimi’s involvement mattered as much as the outcomes. Payers aren’t just buying access to providers—they’re buying clinical judgment about how care should be delivered.

A mental health platform led by Stanford-trained psychiatrist with 30 years of experience signals something different than one led by founders with pure tech or business backgrounds. It signals that clinical quality isn’t an afterthought or a compliance requirement—it’s the foundation.

This matters particularly when you’re trying to do something different, as Brad was: “We’re really trying to show them that we’re a different kind of provider. And that we’re not just trying to churn through people and have more appointments, but actually change the way care is delivered and be a partner to them, getting insights into their members.”

Mimi’s presence made that positioning credible. She could speak payer language about clinical outcomes, evidence-based care, and quality metrics in ways that resonated because she understood both the traditional system and how Brightside was improving it.

The Differentiation Through Complexity

When Brightside decided to build a crisis care program for suicide prevention—the strategic move that truly differentiated them—having Mimi was essential.

“Our clinical team dove in and said, you know what? There’s some great evidence based approaches that we could apply here. We think we can deliver great care for this,” Brad recalls. That “clinical team” led by Mimi could evaluate the evidence, design protocols, and build confidence that Brightside could safely deliver care for high-risk patients.

No growth marketer enables that decision. No enterprise AE makes it credible. The clinical co-founder makes it possible and defensible.

The Hiring Cascade

Clinical co-founders also determine who else you can hire. The best clinicians want to work with respected peers. The best clinical operators want to work under strong clinical leadership. The best outcomes researchers want to work where rigorous methodology matters.

Mimi’s presence attracted a caliber of clinical talent that Brightside couldn’t have recruited otherwise. This isn’t about compensation or equity—it’s about working with someone whose clinical judgment you respect, on a model you believe in.

The Framework for Technical Founders

Brad’s approach to finding a clinical co-founder reveals a framework applicable beyond healthcare:

Seek credibility that can’t be bought. Mimi’s Stanford training and 30 years of experience weren’t available at any salary level—she had to believe in the mission and the approach.

Look for the rare combination. Understanding the traditional system AND seeing how it could be better is rare. Don’t settle for one without the other.

Prioritize institutional knowledge. Mimi knew “traditionally, how things have worked”—the invisible rules that govern healthcare. This knowledge de-risked countless decisions.

Enable capabilities you can’t build. Published research, provider network quality, payer trust—these emerged from Mimi’s involvement, not from hiring downstream.

Think beyond execution. A clinical co-founder doesn’t just help you execute your vision—they help you refine what’s actually possible and valuable.

The Non-Obvious ROI

The best evidence that Mimi was Brightside’s most important hire? The things that became possible that Brad didn’t initially know he needed:

Published peer-reviewed research demonstrating outcomes. A provider network that attracted top-tier clinicians. The clinical credibility to build a crisis care program. The trust to become a strategic partner to major payers rather than just another vendor.

These weren’t line items in the early pitch deck. They’re the compounding advantages that come from having the right clinical co-founder.

Today, Brightside serves 135 million covered lives. But that scale was only achievable because the clinical foundation was right from the start. No amount of growth marketing or enterprise sales could have compensated for weak clinical credibility.

Brad’s lesson is simple but counterintuitive: in healthcare, your most important hire might not be the one that scales revenue fastest. It might be the one that makes everything else possible.