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CoMission × CityBlock Health, Choosing the Right Path
Decision Guide  ·  Companion to the Engagement Proposal

The Options,
Side by Side

An honest look at the realistic paths for getting GTM running without it running through you. Built to make the right call easy to see, and easy to defend to anyone who asks.

Mike Kaminsky, SVP Growth & Partner Success
CoMission
The CityBlock Engagement Proposal
How To Read This

The framework we run with every client at this decision.

Companies hit this exact fork all the time: build the capability, hire for it, train for it, or leave it alone. So we built a simple way to think it through, the real paths, what each one costs, how fast it works, the catch, and when it's genuinely the right answer. What follows is that framework, pointed at CityBlock's situation. We're one of the options on the page, and we'll tell you where we fit and where we don't. If another path is the better call for what you actually need, you'll see that here too.

The Paths

Every path on the table, laid out plainly.

Permanent Hire (CRO or VP Sales)
For a company ready to hand sales or all of GTM to a permanent leader for the long haul.
What it isA full-time executive who owns the function, builds the team, and becomes part of the organization.
Pros
  • Full ownership and long-term continuity
  • A deep, permanent investment in the company
  • One clearly accountable leader
Cons
  • A lasting commitment made under time pressure
  • Ramp time before real impact
  • Wrong-fit risk concentrated in one hire
  • For a mandate just handed to you, adds a senior seat over or beside your own role
Deployment60 days to 6 months to hire, then ramp
Investment$200K to $500K loaded, plus equity
AI Sales Platform
For a team that already has a clear standard and wants to scale visibility and reinforcement.
What it isSoftware that scores calls, surfaces pipeline insight, and nudges reps toward best practices.
Pros
  • Fast to deploy and low cost per seat
  • Always-on, consistent measurement
  • Scales without adding headcount
Cons
  • Measures a standard, doesn't create one
  • One more tool for reps to adopt
  • Insight tends to sit unused without someone setting the bar
  • A strong complement to leadership, not a substitute for it
DeploymentDays to deploy
InvestmentLow to moderate, per seat
Sales Training Program
For a stable, aligned team that needs one specific, teachable skill.
What it isA workshop or short series delivered by an outside trainer.
Pros
  • A concentrated, energizing skill lift
  • Relatively low cost
  • Useful for a known, discrete gap
Cons
  • The lift fades without ongoing accountability
  • A one-time event won't integrate new hires
  • Doesn't change how the team operates day to day
DeploymentA single event or short series
Investment$20K to $60K, typically one time
Consulting or Strategy Firm
For a company that needs an outside diagnosis and a strategic GTM roadmap.
What it isA firm that studies your GTM and delivers strategy, frameworks, and recommendations.
Pros
  • Rigorous, credible analysis
  • A board-ready roadmap
  • Fresh outside perspective
Cons
  • Strong on the what, lighter on execution
  • Hands you the plan rather than running it with your reps
  • Often six figures
DeploymentWeeks to a full engagement
InvestmentHigh, often six figures
Another Fractional Firm
For a company that wants embedded, part-time sales leadership without a permanent hire.
What it isAn outside firm that provides fractional sales leadership on a monthly basis.
Pros
  • The right shape for this kind of moment
  • Fast and flexible
  • No permanent headcount
Cons
  • Fit varies widely from firm to firm
  • Complex, outcome-based healthcare selling is specific
  • Comes down to who has actually done this kind of hands-on work
DeploymentFast, often within weeks
InvestmentComparable, monthly
Use Existing People
For a company that wants a low-cost fix using people who already know the business.
What it isMove someone from another team into the gap, or elevate a current rep to team lead.
Pros
  • Inexpensive
  • Deep company and product knowledge
  • Immediate on paper
Cons
  • Knows the company but not sales leadership, or knows sales but now carries two jobs
  • Risk of two roles done at half strength
  • Your best seller may stop selling
DeploymentImmediate on paper
InvestmentMinimal out of pocket
Wait For Now
For a company that could hold off until the picture is clearer, with no clock forcing the issue.
What it isDefer the decision and revisit it later.
Pros
  • No spend now
  • More time to observe
  • Keeps options open
Cons
  • Three acquired reps land in August with no integration plan
  • The team stays dependent on leadership
  • The alignment work keeps slipping; the cost shows up later, just not on an invoice
Deploymentn/a
Investment$0 now
CoMission
For a company that needs the structure built and a team leveled up fast, then wants to run it themselves.
What it isFractional GTM leadership that embeds, builds the standard, integrates new reps, runs sales with you, then hands off.
Pros
  • Operational in week one
  • Owns the acquisition integration and fit calls
  • Builds a transferable rubric the team keeps
  • Fixed 90-day entry, no permanent hire
  • Steps back when the team owns the standard
Cons
  • Temporary by design
  • If you want someone to own GTM permanently and stay, that's a hire, not us
  • The ongoing scope is a monthly commitment while it runs
DeploymentOperational in week one
Investment$54K fixed for 90 days, then $18K to $25K / mo
Your Situation, Specifically

Why the decision tilts the way it does.

The clock is real

Three acquired reps land in about August. A CRO or a new sales hire won't be ramped in time, and a training event won't integrate them. Whatever you choose has to be working before they arrive, not months after.

It's a capacity problem, not a headcount problem

The goal is to get sales running without every deal routing through you. Doing it internally spends the very time you're trying to win back, and a permanent hire adds a person without guaranteeing the system changes.

You need a standard, not a moment

What you described, a rubric that makes the right behavior second nature, is a system that outlasts any one person. That points away from a one-time program and toward something built to be transferable and then handed off.

A CRO sits awkwardly on a mandate you just got

You were handed GTM. Hiring a permanent executive over or beside that is a big, political, irreversible bet. If the real goal is to lead it yourself with a strong team underneath you, you need capability built, not a layer added.

A Closing Thought

There's no one right answer, only the right one for you.

Every option above is the right call for some company. The question is which one matches where CityBlock actually is: a clock running toward August, a capacity problem to solve now, a standard that needs to outlast any one person, and a mandate you'd rather lead than hand away. Hold each path against that, and the fit tends to speak for itself. Happy to talk any of it through, including the paths that aren't us.

The full detail
lives in the proposal.

This is the map. The engagement proposal has the terrain: the team-by-team plan, the 90-day timeline, the phase structure, and the pricing in full. Happy to walk any of it through with you and whoever else needs to weigh in.

CoMission  ·  comissionsales.com/cityblock-health