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Arvita
Tripati
Chief Product Officer
Vahana Labs AI
Arvita Tripati is a healthcare AI executive and board director with nearly two decades of experience bringing regulated products from concept to enterprise adoption across biopharma, medtech, and digital health. She has led the development and scale of over 30 products—including 10 AI-driven solutions—consistently addressing the gap between successful pilots and stalled enterprise deals, particularly in highly regulated environments. She has held senior roles across organisations such as Gilead, the NHS, AliveCor, and Korio Clinical, where she built and scaled product, engineering, and regulatory functions from the ground up. Her work includes enabling the first commercially approved CAR-T therapy in the U.S., expanding AI-enabled cardiac devices internationally, and driving significant revenue growth across multiple organisations. She is particularly known for navigating FDA-regulated environments, leading compliance and inspection processes, and embedding trust into AI deployment at scale. Currently, Arvita leads Vahana Labs, advising healthtech and AI companies on bridging the gap between pilot success and enterprise contracts, as well as supporting investors with technical due diligence in regulated AI. She also serves on boards and audit committees, contributing to AI governance, risk, and product strategy at the highest levels.
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11 June 2025 14:15 - 14:45
Your buyer doesn't know what would kill this pilot: That's your problem.
Most vendor CPOs treat pilot design as a sales problem. It isn't. It's a product problem and by the time your sales team has closed the evaluation agreement, the structural decisions that determine whether you survive it have already been made. How they structure the evaluation, what metrics they pick, what organizational changes they're quietly assuming you'll drive: all of that becomes the implicit requirements your team ships against. If you didn't shape those inputs before the contract was signed, you're building to a spec you never approved. The two pre-sales product decisions that most vendors leave entirely to sales: First, what success actually means on the buyer's side, not the demo version, the deployment version. Those are different. Vendors who don't close that gap in pre-sales spend the entire pilot chasing a moving target. Second, kill criteria. Buyers who haven't defined what failure looks like don't end bad pilots. They extend them. And an indefinite pilot is not a win. It's a slow contract death with more work attached. This talk draws on 18 years building and shipping regulated enterprise products: the pilots that convert are the ones where the vendor CPO got into the room before procurement closed. The ones that don't are the ones where product showed up at kickoff.