The data across all four sources is consistent, timestamped, and mutually corroborating, providing a clear and well-evidenced picture of the adoption blocker, stakeholder passivity, and churn risk with minimal ambiguity.
Clearpath Health Network is severely underutilizing the platform nearly five months post-implementation, with only 2 of 22 seats active and 3 of 16 features in use. The primary documented blocker is a pending BAA amendment requiring IT/legal sign-off, a process that has been stalled for approximately three months with no clear resolution timeline. The renewal is six months away, and without a meaningful adoption breakthrough, this account carries significant churn risk.
20 of 22 seats are dormant due to a compliance blocker, not due to lack of intent. Resolution of the BAA issue is the single unlock for broad adoption and potential upsell to additional seats.
The clinical ops director is the primary champion and these features align directly with clinical operations use cases. Zero usage today means significant room to grow if adoption unlocks.
2 of 22 active seats, 3 of 16 features used, declining login trend, no urgency expressed by champion or IT stakeholder over a 3-month stall
CRM notes describe 'no urgency expressed'; email responses acknowledge CSM outreach but defer all action to IT; no executive sponsor identified
First flagged at implementation close in February 2024; still open as of May 2024 check-in; IT estimate of 6-8 weeks has long since elapsed
All CRM notes and emails route through Dr. Foster only; two department heads attended onboarding but have not been independently engaged
Core features unused, majority of team never onboarded, no outcomes or ROI data available to anchor renewal conversation
Escalate BAA amendment resolution by directly connecting Clearpath's IT contact Kyle Marsh with your company's legal/compliance team — do not leave this to Dr. Foster to manage internally. Set a hard follow-up date within 2 weeks.
Identify and engage an executive sponsor above Dr. Foster (e.g., CIO or VP of Operations) to create internal urgency around the BAA resolution and broader rollout
Schedule a working session with the two department heads who attended onboarding to maintain momentum and build independent champions, separate from the BAA timeline
Prepare a renewal risk briefing for internal leadership given the 6-month runway, low adoption, and stalled compliance process — consider whether a QBR with customer leadership is warranted
Develop a concrete post-BAA activation plan (provisioning sequence, training schedule, feature rollout milestones) so the team can move immediately once compliance is cleared
Monitor login and seat activity weekly; any further decline below 2 active users should trigger an internal escalation flag