I’m in conversation with 250+ B2B founders a year. Some of what I see ends up below. A lot of it doesn’t — roles still being scoped, searches not yet announced, founders deciding whether to hire at all. If you’re a senior AE thinking about your next move, the conversation is often more useful than what’s on this page.
What’s featured here is the search I’m spending most of my time on right now.
Currently featured: a healthcare AI search
The first wave of clinical AI documentation went to physicians. There are now hundreds of AI scribe products built for physician workflows. The market is crowded and largely commoditized.
The nurse market looks completely different. Despite vastly larger headcount — nurses outnumber physicians several times over in the US — the AI scribe count for nurses is in the single digits. The buyers are different. The workflows are different. The technical requirements are different.
That gap is not accidental. It’s structural.
Why nurse AI is structurally different
Three reasons the physician scribe playbook doesn’t port to nurses:
Documentation volume per shift. A physician generates roughly one substantive documentation entry per patient per visit. A nurse generates dozens to nearly a hundred — care plans, medication logs, vitals, observations, incident notes — across an entire shift. The product surface a physician scribe needs to cover and the product surface a nurse needs are different categories of software.
Connectivity constraints. Physicians document in offices, exam rooms, and on hospital floors with reliable wifi. Nurses document inside patient rooms, in care facilities, in environments where cloud-based AI structurally cannot run reliably. That means the AI has to be on-device, offline-capable, and sync when connection returns. Most physician-scribe architectures cannot retrofit to this. They’d have to rebuild.
Buyer composition. Physician scribes sell to medical practices, hospital systems, and individual physicians. Nurse documentation sells to skilled nursing facility operators and large care chains — a different procurement profile, different ROI math, different sales cycle.
That combination — different workflows, different architecture, different buyers — is why the physician scribe companies haven’t expanded into nurses. They can’t do it with their existing stack, and the buyer relationships don’t transfer.
The company
Founded in the early 2020s by technical operators with deep IT engineering backgrounds. The founders came to the problem through personal family experience with the care system.
International with US expansion underway. The company has reached significant scale globally — thousands of care facilities, hundreds of thousands of frontline users, hundreds of millions of records generated through the platform. Significant ARR is already proven in their home market — well past the early traction stage. US revenue is just beginning, with first pilots in market. The US is greenfield. That’s the seat.
Backed by a $50M Series A from top-tier venture firms, including Y Combinator. The funding is recent and the company is actively expanding the US footprint with that capital.
The seat
Who fits
The profile they’re looking for is specific. Five-plus years of enterprise B2B SaaS sales with a real closing track record on complex deals. NYC-based and ready to be in the office regularly. Comfortable building pipeline from scratch without heavy enablement or SDR support — this is a builder seat, not a scale seat. Strong executive presence with experience in procurement-heavy environments. The moat is in selling complex software to non-software buyers.
Less obviously: this is the first US AE at an international company. Even if other US employees exist, the candidate will be the sales-side voice in the US when the rest of the GTM context is overseas. Independent operator. Strong with ambiguity. Able to translate what they’re seeing in the US market back to a leadership team that isn’t in the room.
My read
I haven’t met the founders directly. My view into this business comes from working alongside the VP Global Sales — that’s what gives me confidence in the structural side: the market gap is real, the technical moat is real, and the GTM motion has been thought through. The founder-fit questions — operating style, decision speed, how they handle pushback — are the ones worth bringing into the interview process itself. That’s the part where you form your own read.
What I’d push on in a call: this is a first-time founding team running a sophisticated technical product through an enterprise sales cycle, and they’re running the US expansion from another continent. Both of those are real considerations for any candidate. They’re also things the right candidate can navigate — with the right structure, comp, and clarity going in.
If you’re a NYC-based enterprise AE thinking about your next move, this is a seat worth 15 minutes to talk through. I can give you my read on the GTM side, the comp structure, and where I’d push for clarity before signing.