Salvietti Consulting Group advises digital health and B2B platforms that monetize an audience or a data asset — on what to charge, what to measure, and the data foundation both depend on.

The Practice

The practice is deliberately small. Engagements are bounded, senior, and advisory — diagnostic work, architecture and operating design, and executive counsel, delivered directly by Casey Salvietti rather than staffed to a team.

Engagements produce specifications and recommendations a client's own team implements. The practice does not take on build work, and takes a small number of engagements at a time. Both are deliberate constraints: they keep the work senior and the attention real.

Principal

Casey Salvietti · Principal

Casey Salvietti is a revenue analytics and commercial strategy executive with nearly two decades in digital health, life sciences, and B2B platforms. She currently leads revenue analytics and commercial strategy at a global healthcare professional platform, where she built the insights and analytics function from its first hire to a team of roughly twenty across six countries.

Her work spans the full distance from data foundation to commercial decision. She designed the data model underpinning the platform's entire business intelligence layer, and on that foundation replaced flat-rate pricing with an engagement-based model, quantified the audience reach gap constraining growth and built the capability that closed it, designed the commercial measurement framework leadership runs on, and supported the company through a private equity investment.

Earlier roles at Medidata Solutions, AccentHealth, and NERA Economic Consulting span clinical technology, health media, and quantitative economic analysis.

Problems we are brought in to solve

Pricing that no longer reflects delivered value, with no internal way to prove it
Marketing spend that cannot be tied to outcomes with any confidence
Leadership that cannot explain why revenue moved until it is too late to act
Growth plans built on audience volume when the real constraint is reach
Data that exists but cannot answer the questions the business is actually asking
An analytics team that is busy, costly, and not changing commercial decisions
Two teams reporting different numbers for the same metric, both defensible
Commercial evidence that has to hold up in front of a board or an investor

Engagements

Pricing & Monetization Diagnostic

6–8 weeks

What the current model leaves uncaptured, tested against real closed deals; what to charge instead; and a phased transition the organization can actually operate.

Commercial & Marketing Measurement Framework

6–8 weeks

The leading indicators that predict revenue — defined, specified, and ready for the internal team to build — with the metric definitions and business logic agreed first.

Data Model & Reporting Architecture

6–8 weeks

Raw sources translated into a data model an engineering team can implement and analysts can use, with the definitions, quality standards, and validation that keep it trustworthy.

Analytics Function Assessment & Operating Model

5–6 weeks

Candid assessment of the current function, a target operating model and role architecture, service standards, and a prioritized twelve-month sequence.

Executive Advisory

Monthly · three-month minimum

Standing senior counsel on pricing, commercial measurement, data, and organizational decisions, for executives making calls they have not made before.

Organizations we work with

Digital health platforms, professional communities and panels, healthcare data and insights providers, and B2B audience businesses — growth-stage through mid-market, often venture or sponsor-backed. The common thread is a business whose value depends on access to a specific professional audience or a proprietary data asset.

How engagements work

Scoping conversation. A 45-minute discussion of the problem, at no cost, to establish whether the practice is the right fit — and to say so plainly if it is not.

Written proposal. Fixed scope, fixed fee, defined deliverables and timeline, with what is out of scope stated as clearly as what is in it.

Delivery. Concentrated analysis against a defined set of scheduled working sessions rather than open-ended availability, so senior attention goes to judgment rather than coordination.

Close. Executive readout and written recommendations, structured so the client's own team can act on them without further support. Continued advisory available where useful.

Engagements begin with a conversation, and most arrive by introduction.