Case Study — CorVent Medical — February–November 2025
$30M in qualified pipeline.
Five months. From zero.
CorVent Medical had no marketing infrastructure, no CRM, no pipeline, and no lead generation system. I built all of it from scratch — and in parallel redesigned the product UI to sharpen competitive positioning. Two distinct initiatives. One engagement.
in 5 months
generated
2x industry average
budget
Building the revenue engine
Zero infrastructure. Real urgency.
CorVent Medical makes critical care ventilators — a product where the sales cycle is long, the buyer is highly technical, and the stakes are high. When I joined, there was no marketing infrastructure of any kind. No CRM. No contact database. No lead generation process. No pipeline visibility.
The business needed qualified pipeline fast, and it needed a system that would continue to produce it after I was gone.
The constraint wasn't budget — it was time. Five months to build something that worked, with approximately $4,000 per month in advertising budget, plus ZoomInfo and CRM tooling budgeted separately.
The only path was a highly systematic, AI-powered approach that could scale output without scaling cost.
A complete revenue engine in five months
The infrastructure build happened in parallel tracks — CRM, contact database, outreach system, and reporting — all running simultaneously to compress the timeline.
What was built from scratch
$30M in five months. On a $4K advertising budget.
The Weekly 100 didn't just generate pipeline. It created a repeatable system that any B2B organization can deploy — regardless of budget.
The 70% reduction in reporting time freed the sales team to spend more time selling. The CRM implementation gave leadership pipeline visibility they'd never had. And the $4K monthly advertising budget proved that the right methodology matters more than the size of the spend.
Redesigning CorVision
A product with a perception problem
CorVision is CorVent's ventilator user interface — the software that clinicians interact with at the bedside. The technology was sound, but the UI carried a dated visual aesthetic that undermined buyer confidence and competitive positioning.
In a market where clinical buyers make high-stakes purchasing decisions, product appearance is a proxy for product quality. An outdated interface signals an outdated product — regardless of what's under the hood.
The brief: modernize the CorVision UI to strengthen competitive positioning and improve usability — designed entirely in Figma for implementation handoff.
Full application redesign in Figma
The entire CorVision application interface was redesigned from scratch — every screen, every workflow, every interaction state. The work was done entirely in Figma, producing a complete, implementation-ready design system for the engineering team.
Full application coverage
Every screen in the CorVision interface redesigned — not just the primary views. Complete design coverage from startup through full clinical workflow.
Modern visual language
Replaced dated aesthetic with a clean, clinical design system that positions CorVent competitively against larger, better-funded competitors.
Improved usability
Simplified information hierarchy and interaction patterns to reduce cognitive load for clinicians in high-pressure critical care environments.
Implementation-ready handoff
Complete Figma design system with component library, specifications, and cross-functional implementation strategy delivered to engineering.
The redesign wasn't just aesthetic. It was a competitive positioning decision. In medical device sales, the product demonstration is often the pivot point in a long procurement process. A modern, confident UI changes the conversation.
Two problems. One engagement. Full ownership.
The CorVent engagement demonstrates something specific: the ability to operate across the full range of marketing and product challenges simultaneously, without dropping either one.
Building $30M in pipeline from scratch requires systems thinking, commercial discipline, and the operational focus to execute a methodology 100 contacts at a time. Redesigning a complex medical device UI requires a different mode entirely — design thinking, clinical empathy, and the craft skills to produce production-ready Figma work.
Most marketing leaders do one or the other. This engagement required both, at the same time, on a compressed timeline, with a lean budget.
That range — from revenue architecture to product design — is part of what makes me effective in complex organizations where the marketing function has to punch above its weight.