Enterprise buyers need control
Admin tools, roles, and configuration decide whether a product can support a large account.
Operating evidence · Product to growth
Product work during growth from $2M to $40M in annual revenue.
Ian Harman · Product Marketing Manager · Product Manager · Consultant · PerfectServe
Ian worked across product, implementation, adoption, enterprise admin controls, and health-system rollouts.
$2MAnnual revenue near the start of the growth period
$40MAnnual revenue reached during the period
ProductRoadmap and buyer needs
DeliveryImplementation and adoption
The work
Growth required customers to adopt the product at scale.
A product sale created value only when a health system could configure, launch, use, and expand it.
The company need
PerfectServe sold clinical communication software into large health systems.
Each customer brought its own roles, routing rules, admin needs, rollout plan, and adoption risk.
Ian's contribution
- Connected buyer needs to product choices
- Built enterprise admin controls
- Supported implementation and rollout
- Worked on adoption after launch
The revenue figures describe PerfectServe's company growth. Ian contributed through the roles listed above. This page does not claim that one person caused the full result.
What this work shows
Product choices must support sale, launch, use, and renewal.
Implementation shapes the product
Rollout work exposes missing controls, unclear states, and steps that block adoption.
Use is the first business test
A signed contract creates value only when the customer puts the product into daily work.
Business result
Product, sales, implementation, and customer work supported the same growth goal.
Ian's PerfectServe work linked product choices to enterprise rollout and adoption.
That experience now informs Atom & Bits work with health companies that must turn software into revenue and routine use.
Continue the work history