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Building Trust Before Scale: How Sorcero Cracked the Life Sciences Market

Life sciences companies spend billions bringing breakthrough treatments to market, yet their ability to understand and act on critical data remains surprisingly manual. In a recent Category Visionaries episode, Sorcero founder Dipanwita Das revealed how she built a company that’s transforming how medical affairs teams operate, sharing crucial lessons about product development and go-to-market strategy in highly regulated industries.

Most startup advice encourages rapid iteration and early MVPs. But Das discovered that in life sciences, this conventional wisdom could actually hinder adoption. “In 2021, in 2020, people were a lot more skeptical about buying a product without seeing proof of that product being, well, fully baked,” Dipanwita explains. “We didn’t have the privilege of throwing around mockups and doing a very immature iteration and having any material customer adoption.”

Instead of rushing to market, Sorcero spent three years testing their approach across multiple verticals while building a comprehensive product. This patience paid off – after launching their first product in early 2021, they’ve achieved 400% year-over-year growth and expanded to a suite of three products.

The company’s GTM strategy leveraged three key insights about their market. First, they recognized that in medical affairs, relationships and reputation drive adoption. As Dipanwita notes, “It’s both a big and a small industry. Everyone talks to each other. Which means once the top three customers begin to use us and start talking about us, the other ones follow.”

Second, they understood that enterprise customers in this space weren’t looking to completely replace their existing workflows. “Our customers have traditionally bought services and have depended on expert consultants to be able to do their job,” Dipanwita explains. Rather than positioning themselves against these consultants, Sorcero created partnerships that combined their software with essential services, making adoption easier for customers.

Their messaging evolution reflects a sophisticated understanding of enterprise sales. They started with a broad vision of industry transformation, then narrowed to specific product capabilities, before finding a balance that connected individual ROI to strategic impact. This resonated particularly well in an environment where customers needed both vision and concrete outcomes.

The ROI story focuses on three measurable dimensions. Teams using Sorcero work 92% faster on key tasks. They reduce costs by consolidating multiple tools and data subscriptions. Most importantly, they gain strategic insights that were previously impossible to surface manually.

For founders targeting regulated industries, Sorcero’s experience challenges conventional startup wisdom about speed and iteration. As Dipanwita explains, “The first thing I’ve learned about fundraising is that it’s entirely different stage to stage. The fundraiser’s background and storytelling, particularly early on, is vastly more important than what they’re presenting.”

This insight extends beyond fundraising to product development and go-to-market strategy. In complex B2B markets, especially those involving highly trained professionals handling sensitive data, trust and capability often matter more than speed to market.

Looking ahead, Sorcero aims to become “the command center for Life Sciences product commercialization.” But perhaps more telling is how Dipanwita measures success: “We collect stories, and we have had a few of our investors come and tell us personal stories of how they used Sorcero to craft and to change and advocate for more appropriate treatment for themselves.”

This focus on tangible impact over rapid scale offers a compelling alternative to the typical startup playbook. For founders targeting complex enterprise markets, Sorcero’s journey suggests that sometimes the best way to move fast is to first move deliberately, building the trust and capabilities needed for rapid scaling later.