February/March 2026

Hello friends!

The product is working. Users are engaged and using it daily. Customer service volume is down while transactions through the system are up a bunch.

Now we have to find a go-to-market that works. That’s what February and March were about — testing channels, sharpening the message, and building the team to execute.

TL;DR:

1. Processed over $1.25m in transaction volume through our system in February, up nearly 70% from January.
2. Value prop is tightening — case-to-cash automation resonates, second meetings are increasing, and we’re seeing a 60-90 day sales cycle take shape
3. AAOS generated good conversations and potential partnerships, though unlikely to convert to near-term revenue
4. Shipped QuickBooks integration — end-to-end order-to-cash automation now live
5. Hired a principal engineer — tech team complete. Now hiring customer success and product.
6. Need intros to orthopedic manufacturers and customer success candidates

By the Numbers

ARR growth is slower than we projected. Our Q1 target of $120k was set assuming a shorter sales cycle — reality is pointing to 60-90 days, which means the pipeline we built in January and February converts in Q2, not Q1. We have a clear path to a $36-48k upsell closing in April from an existing customer, and 25 deals in various stages. The demand signal is there; the timeline was wrong.

How You Can Help

1. Manufacturer Introductions — SMB orthopedic manufacturers (sub-200 employees), warm intros to commercial ops leadership.
2. Customer Success Hire — Every manufacturer deployment means onboarding their full distributor network. Medtech ops experience + early-stage comfort is the profile.
3. Product Manager Referrals — Medtech domain experience, comfortable owning PO automation, returns, invoicing, and case scheduling.

GTM — Still Learning

We’re running outbound calling, LinkedIn content, and conference presence simultaneously. Honest assessment: we haven’t cracked the code yet, but the signal is getting clearer.

What’s working: Case-to-cash automation is the message that opens doors. Commercial operations teams recognize the pain immediately. We’re getting more second meetings, which tells me the value prop is landing once we’re in the room. Our cold call data backs this up — the percentage of connected calls lasting over 2 minutes has roughly doubled since January (from ~15% to consistently 30%+), and calls over 3 minutes went from low single digits to nearly 20%. Prospects are engaging, not just picking up.

What we’re learning: We experienced a meaningful no-show rate on booked meetings. When we asked prospects why, the answers were revealing — they were curious enough to say yes but didn’t understand what we do well enough to prioritize the time. That’s a pre-meeting communication problem we’re actively fixing.

AAOS in New Orleans was valuable for market intelligence and relationship building. I wrote a detailed analysis on the structural shifts happening in orthopedics — handheld robots unbundling implants from platforms, GLP-1 bone health implications, the DePuy separation question. Several promising business development and partnership conversations came out of the week, though I’d characterize the conference as a long-game investment rather than a near-term pipeline driver.

Product Development

198 PRs merged in February, 278 PRs merged in March. Our product velocity is out of this world!

The headline capability is completely automated order-to-cash. Deviceflow can now process a PO from a plain email, detect whether it's a bill-only or a direct order, match it to a bill-only if it’s a bill-only, or ship the products if it’s a direct order, and then invoice the customer, without any human intervention. Operations on Autopilot!

QuickBooks Integration — The big one. A manufacturer can now go from surgical case through utilization capture, PO matching, invoicing, and payment entirely within Deviceflow. For sterile implants and single-use instruments, the order-to-cash loop is closed. When we say “case-to-cash automation,” we can now demonstrate the full workflow end-to-end.

Bill-Only PO Classification — Hit 100% accuracy distinguishing bill-only POs from direct/stocking orders. The system now extracts patient stickers via photo capture, performs tokenized name matching, and ranks candidates by relevance.

Enterprise Sales Dashboard — Revenue metrics, PO status breakdowns, accounts aging — real-time visibility that used to require pulling reports from three systems and reconciling in Excel.

How We’re Building — The Product Factory

Engineering moves fast (more than 450 PRs in 2 months, 4 engineers!). The bottleneck was product — how fast I could spec and prioritize. So I built a pipeline: I ideate with full product and industry context inside Claude Co-work, specs flow to Notion (team collaboration) and Linear (engineering decisions), and the team routes work to two tools we built in-house — Tim (agentic planner for big tasks, knows our codebase) and Productflow (agentic kanban for smaller tasks, handles most autonomously with human code review). I’m no longer in the critical path for every product decision, which frees me for GTM.

Team

Evan joined us as Principal Engineer in mid-March, based in Austin near Jason. Tech team is now complete: Daniel (CTO), Jason (VPE), Eduardo (front-end focus), and Evan (back-end focus).

Looking Ahead

• QMSR Validation — FDA’s new Quality Management System Regulation took effect February 2nd. Beginning our validation work.
• SOC 2 — Starting the process. Expecting Q3 for it to land.
• GTM sharpening — LinkedIn content distribution experiments, tighter pre-meeting communication, continued outbound iteration.
• Content factory — I can now produce high-quality collateral on nearly any medtech subject quickly and reliably. Expect more from us on LinkedIn and the blog.

As always, intros to orthopedic manufacturers and ops leaders are the most valuable thing you can do for us.

Best, Anatoly, Dan & Jason

Team Deviceflow
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