Enquirer Consulting Group

Reachable Buyer Map: United States

Prepared for Tara Murphy · Cerene, Channel Medsystems · August 2026
The procedure takes a few minutes in an office. The decision to offer it takes several people, in a building, on a schedule. So the reachable market is not patients, it is the US sites where women's health procedures get done and the roles inside them that decide what is stocked, scheduled and billed. This is that market: the segments, who signs in each one, and roughly how many sit there. It describes the market rather than your business, and there is nothing to buy at the end of it.
Independent OB/GYN group practices
The core of an in-office procedure market and the segment least reachable through hospital channels. Small enough that one physician can change the practice, large enough that someone other than that physician controls the room and the schedule.
Who signs: physician owner or managing partner, practice administrator, director of clinical operations, and the gynecologist who will actually perform it.
9,000 to 11,000
US office-based obstetrics and gynecology practice locations, of which roughly 2,000 to 2,500 carry five or more physicians
Ambulatory surgery centers with gynecology
Where the procedure competes for block time against higher-margin cases, which makes the economic argument the whole conversation. Physician-owned in many cases, so the clinical adopter and the owner can be the same person.
Who signs: center administrator, director of nursing, materials or supply chain manager, medical director, and the physician owners.
5,800 to 6,300
Medicare-certified ambulatory surgery centers nationally, of which roughly 1,200 to 1,800 list gynecology among their specialties
Hospital and health system women's health lines
Longer to sell into and gated by a committee rather than a person. Worth the wait because a single approval covers every site in the system, and because the pathway to the outpatient sites often runs through it.
Who signs: women's health service line director, chief of gynecology, VP of surgical services, and the value analysis committee chair who holds the gate.
2,400 to 2,900
US hospitals with obstetric and gynecologic services; the systems above them number in the hundreds
Multi-site women's health groups and physician platforms
The fastest-moving layer in the specialty and the hardest to see. Once a practice joins a group, the decision moves out of the office and into a central clinical or procurement function that no field visit reaches. Being straight about the limit: ownership is not recorded in any public register, so this layer is identified one company at a time rather than filtered from a list.
Who signs: chief medical officer, VP of clinical operations, central procurement lead, and the regional medical director.
No public register
ownership structure is not published anywhere public; these groups are named individually, which is exactly why the segment stays underworked
Community health centers and public women's clinics
Funded differently and buying differently, with a stated interest in procedures that avoid an operating room and a general anesthetic. Slow to decide and durable once decided.
Who signs: chief medical officer, women's health or OB lead, director of clinical services, and the grants or finance lead on capital items.
1,300 to 1,500
federally funded health center organizations, operating several thousand delivery sites between them
The clinician layer, counted as people
The useful thing about this specialty is its size. It is small enough to enumerate completely, which means coverage can be a checklist rather than a sampling exercise. Very few markets allow that.
Who signs: the practicing gynecologist, plus the residency and fellowship programs that shape what the next cohort reaches for.
45,000 to 50,000
practicing obstetrician gynecologists in the US, a market that can be named person by person

Where the openings are

1
The adopter and the buyer are two different people. A gynecologist decides the procedure is right. An administrator decides whether the room, the stock, the training time and the billing support it. A channel that reaches one of them stalls quietly at the other, and it usually stalls without ever telling you why.
2
The office layer has no equivalent of hospital contracting. Systems are reached through committees and group purchasing. Independent practices have no such route, so they are reached by name or not at all. That is the largest site based segment on this page, and it is the one that suits an in-office procedure best.
3
Coverage decisions are timed events, not standing conditions. When a regional plan updates its policy on an in-office alternative, every practice in that footprint becomes newly addressable on the same day. Watching that across the country, and acting on it within the week, is mechanical work that a field team cannot do while it is in clinics.
4
The group layer is where the market is moving and where lists fail. Anyone buying an off-the-shelf list of OB/GYN practices reaches offices as they were registered, not as they are owned today. Working the group layer takes identification rather than purchase, which is why it stays open.
Built from public registries, counts banded deliberately. Facility and practice figures describe sites rather than companies, so a system with several outpatient locations appears more than once. Ownership structure is not published in any public register, so the group layer is described rather than counted. Specialty designations are self-reported.
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