Enquirer Consulting Group

Reachable Buyer Map

Prepared for Patrick Goheen · 626 · August 2026
626 services imaging equipment across manufacturers and modalities. The complication in that market is that the person who owns the equipment, the person who signs the coverage and the person who feels the downtime are rarely the same person, and they sit in different kinds of buildings. This map is where the installed base sits across the US, who signs inside each type, and roughly how many of each there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Community and acute care hospitals
The densest installed base per building, and the segment where no single person owns the decision. Coverage here gets renewed against a calendar rather than a need, so timing carries more weight than persuasion.
Who signs: director of healthcare technology management, clinical engineering manager, imaging or radiology director, and on multi-year agreements the VP of supply chain.
5,000 to 5,400
US general and acute care hospitals with an active imaging department
Multi-hospital systems, the layer above
Small by count and the only place where one agreement covers dozens of buildings. Also the slowest, because a system-level decision has to survive a value analysis committee and a standardization argument.
Who signs: system director of clinical engineering, corporate imaging service line leader, VP of supply chain, value analysis chair.
400 to 460
US health systems operating two or more hospitals; each sits above many of the buildings counted above
Freestanding diagnostic imaging centers
The largest segment by count and the fastest to decide, because the person who signs is usually the person who feels the downtime. A scanner that is out is revenue that does not come back.
Who signs: owner or managing partner, center administrator, regional director of operations, lead technologist.
7,000 to 8,000
US outpatient diagnostic imaging locations; ownership is concentrated, so the operator count behind them is materially smaller
Radiology groups and physician practices
The clinical layer that often controls the equipment relationship without owning the building. Worth being straight about a limit: the practice and the site are frequently separate legal entities, so this group cannot be cleanly separated from the one above in public data.
Who signs: practice administrator, managing physician or president, director of operations, technical director.
1,100 to 1,500
US radiology practices that employ staff; counts overlap the imaging center segment by design
Surgery centers, orthopedic and specialty clinics
Buildings that own scanners without owning an imaging business. There is usually no clinical engineering seat here at all, which is why coverage decisions default to whoever installed the equipment and then stay there.
Who signs: administrator, director of nursing, materials or purchasing manager, practice owner.
6,000 to 6,400
US ambulatory surgery centers, plus several thousand orthopedic and specialty groups running their own imaging
Mobile and shared-service imaging providers
High utilization, tight routes, and a failure that takes out a whole day of scheduled patients rather than one slot. The most service-sensitive operators in the country and the least visible on a standard list.
Who signs: owner or founder, fleet and operations director, service manager, lead technologist.
200 to 350
US mobile and shared imaging operators; not separately enumerated in any public register and identified one at a time

Where the openings are

1
The installed base does not move. The contract does. Every system in every building above is already covered by somebody. That makes the reachable moment a renewal date rather than a purchase decision, and a date is something a channel can be built around. Working the eighteen thousand buildings on this page for their renewal window is mechanical work, and it is the part a service team rarely has hands for.
2
Two buyers, one modality list. In a hospital the clinical engineering seat owns the relationship and supply chain owns the paper, and they answer to different numbers. In an imaging center one person is both, and that person feels the downtime personally. The same message cannot be right for both, and most outreach in this market is written for the hospital by default.
3
The underworked segment is the one where imaging is not the business. Surgery centers, orthopedic groups and specialty clinics own scanners but have no role called clinical engineering. Reaching them means naming a seat that is not on their org chart, which is exactly why the incumbent so rarely gets challenged there.
4
Multi-manufacturer coverage is an advantage nobody can search for. Buildings running mixed fleets are the ones most exposed to several separate agreements at once, and they can be identified in advance. That is a list rather than a hope, and it is the shortest route from a first conversation to a real evaluation.
Built from public registries covering US employers and published facility listings, current to the most recent filing year. Counts are banded deliberately. Sites are not companies: a group can run many locations and file once, so the segments overlap at the edges. Owner-only and very small operators are not published in this data, and sector codes are self-reported.
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