Keep your clinic
spry.

US outpatient rehab is ~38K–50K clinics, a number Spry can't exceed. So I modelled Top-Down: TAM → SAM (practices who can afford cloud SaaS + run on structured RCM) → SOM (the slice Spry can realistically close in the next 18 months).

Each ring was cross-multiplied against 5 segments × 3 visit tiers × 4 practice-age bands to find the intersection cell where unit economics and bottleneck pattern both line up with Spry's AI-native stack.

WebPT is Nokia, it built the category, but it's stuck on legacy architecture with outsourced RCM that takes 6-10% of revenue. Prompt is Samsung, polished and premium, but AI is bolt-on and pricing is 30-40% above the field.

Spry is Nothing Phone, the architectural challenger, designed AI-native from day one with RCM brought in-house at 4%. One platform, one cost, one outcome. The Y-axis is not more features, it is where AI lives in the stack.

Every category buyer demands baseline features to feel safe. POP is the permission to play; POD is the reason to switch. Most AI-era pitches skip POP and collapse into feature-parity arguments.

Spry leads with the table-stakes list publicly owned, then moves every other line on the site to difference. The narrative weight of the page shifts from "we also do X" to "we alone prevent Y."

Each pillar is a claim tied to a number that matters to the clinic owner. Revenue (denials → clean claims), time (documentation), retention (patient HEP + CRM + outcomes). The bars show Spry's promise against the current industry baseline.

This turns "proactive" from an adjective into a measurable delta — the only defensible kind in B2B SaaS.

Clinic owners name features in procurement ("AI scribe, denial engine, HEP library"). They justify purchases with advantages ("faster notes, fewer rejections"). But the terminal value — the reason they'll switch at cost — is personal: therapists leaving on time, owners stopping the Sunday-night claim cleanup, a clinic that runs instead of fights itself.

Every landing line for Spry should ladder down to that terminal rung. Not "AI that automates," but "go home at 5."

Every healthcare B2B buy starts with a pain spike, not a whim. The trigger is a denial storm or a therapist quitting. Awareness forms through peers, not paid ads. Evaluation is a procurement bake-off, usually three bids against the same RFP.

Spry's content has to earn each stage: thesis pieces for awareness, comparison pages for evaluation, a no-risk pilot offer for selection. Every piece of content I proposed maps to exactly one rung.