Maven · Go-to-market · Senior · 45 to 60 minutes

How should Maven launch in women's health?

Maven is a virtual care company focused on women's and family health across fertility, pregnancy, postpartum, parenting, and pediatrics. Answer this product management case and get it graded line by line against a weighted rubric.

GTM strategy
Segmentation
Marketplace thinking
Experiment design
Executive communication

The situation

Kate Ryder is preparing to build Maven, a new virtual clinic focused on women's and family health. Early research with women points to fragmented care, poor access to specialists, and high anxiety across fertility, pregnancy, postpartum recovery, and early parenting. A few clinicians are interested in joining, but the product is still mostly a concept: a basic provider onboarding flow and a vision for virtual access to many specialist types. Assume Maven has about 9 months of runway, a 5 person team, and enough early investor interest for one more fundraising attempt if it can show credible traction. Ryder believes the long term business may come from employers or health plans, not out of pocket consumers, but she has no proof yet, and many investors still see women's health as a narrow niche. She asks you for a go to market recommendation: where should Maven start, in what order, and how should it use scarce early resources to create learning, trust, and momentum without limiting its future business model?

What to produce

Write a 1 to 2 page go to market strategy memo.

Your answer must

Recommend one primary launch wedge and a sequence for the next 12 months, including what Maven should do first, second, and third.
Prioritize the most important early customer segments and explain the value proposition for each, including consumers, providers, and future enterprise buyers if relevant.
Define 3 to 5 concrete experiments or milestones that would test whether the strategy is working before the next fundraise.
Specify the leading metrics you would track, and explain what signal each metric provides about demand, trust, supply, or future monetization.
Address major risks and second order effects, including provider quality, brand trust, investor narrative, and the risk of choosing a path that is hard to evolve into a scalable business.

Constraints

The team is tiny and cannot build multiple polished products or sales motions in parallel.
Healthcare trust and provider quality matter, so any plan must preserve clinical credibility and user safety.
The long term revenue model may depend on employers or payers, but there is no proof yet that those buyers will pay.
The next fundraising story must counter investor skepticism that this category is too narrow.

Format

Lead with a clear recommendation, then use short sections for target segments, sequencing, experiments and metrics, and risks.

How Maven actually played it

The founder of the women's health company describes using community to find early users and team members in a hard category. Shows mission-driven recruiting and demand building.

Communities can supply both users and talent
Mission clarity helps through early setbacks

Built from Maven's Path to Product-Market Fit: Leveraging Community in the Early Days by First Round Review.