How do you sell healthtech to ICBs not just NHS trusts?

The archive doesn't directly address selling to integrated care boards. What it does contain is how to sell to NHS trusts, which is foundational: you build relationships with key opinion leaders and clinicians within individual departments, not a central procurement function [#404]. Trust is personal, driven by track record and clinical credibility [#269].

Beyond the NHS envelope, the clearer strategy emerges in the archive around geographic expansion. VC-backed healthtech founders can't viably scale on NHS trusts alone; US market entry becomes critical to justify venture returns [#276]. The same principle applies within the UK to other payors: you need demonstrable clinical evidence, case studies from early adopters, and then either inbound demand (where your product becomes so valued that commissioners seek you out) or a bottom-up approach where patients or clinicians request it from their commissioners [#279][#360].

For ICBs specifically, the chunks suggest treating them as you would any new buyer: identify the decision-maker (likely the integrated care board's clinical or digital lead), build evidence from pilot sites, then scale. The constraint isn't the buyer type; it's the complexity of healthcare sales itself.