Launch a B2B Employer-First Mental Health and Coaching Platform

1. 1

   Design the coaching base and the clinical layer

   The margin advantage comes from serving most engagement through lower-cost coaches and routing only the clinical minority to licensed therapists. Define clearly where coaching ends and licensed care begins, and build the escalation path between them, because blurring that line is both a clinical risk and a regulatory one. The base is what scales; the clinical layer is what makes the offer credible to a benefits buyer.

2. 2

   Set employer pricing, not consumer pricing

   Employers buy per-employee-per-month access or an annual contract, and the reference point from the market is a baseline near $30,000 per year for a company under 600 employees, scaling substantially higher for large accounts. Price against the value of engagement and reduced downstream medical cost, not against a consumer subscription. This is a benefits line item, so it is bought by HR and finance, not by the end user.

3. 3

   Build the enterprise sales motion

   This is a long, relationship-driven sale into HR leaders, benefits consultants, and brokers, with pilots, security reviews, and procurement cycles that can run months. Budget for a real sales team or founder-led selling, and expect account concentration early, where a handful of large clients drive most revenue. The slow cycle is the price of admission for the better margins and retention.

4. 4

   Stand up the coach and clinician network

   Recruit and train coaches for the base tier, and contract licensed therapists for the clinical tier, credentialed where patients are located if you bill therapy through insurance. Decide contractor versus employee status and build supervision and quality controls. The blended labor model is the whole point, so staff it deliberately.

5. 5

   Instrument engagement and outcomes for the buyer

   Employers renew on demonstrated engagement (what share of employees actually use it) and outcomes (measured symptom improvement, reduced absenteeism, downstream cost). Track PHQ-9, GAD-7, utilization, and satisfaction, and package them into a report the benefits team can take to their leadership. Data is your renewal engine and your upsell lever.

6. 6

   Layer reimbursable therapy on top

   Adding insurance-reimbursable therapy on the clinical tier widens the offer and can offset cost for the employer, but it brings credentialing and billing complexity. Introduce it once the coaching base has traction, not on day one. This staging keeps early operations simple while the sales motion matures.

7. 7

   Know what this is not

   This is the employer-direct platform. Selling to consumers is the teletherapy marketplace (separate card, worse margins). Advising employers on their mental health strategy without operating the platform is a corporate mental health and EAP consultancy (a separate existing card). Running short-term counseling and referral as a benefit is an EAP network, also separate.

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