For Business Leaders
Is your healthcare innovation getting the demand it deserves?
That’s what we fix.
Most commercial teams have one demand lever: hire strong reps, train them well, and hope the product speaks for itself. It rarely does. We build the demand your reps walk into, so the product is already wanted before they make the first call.
Before you read on. This page is for the CCO or VP Commercial at a growth-stage MedTech with reps on payroll. If that’s not you, here are three faster paths:
The diagnosis
You’ve been fixing sales. The problem isn’t sales.
You miss forecast. The instinct is to fix sales. Hire more reps. Invest in training. Bring in a new CRM. The sales director is convinced the problem is execution.
Do the maths. Divide £100-165K by planned calls (about 1,400 per year) and you get £60-120 per call. But that assumes every call happens. No failed attempts. No no-shows. No wasted travel. True cost per meaningful meeting sits closer to £100-300.
Then the harder question: how many of those meetings actually happen at all? HCPs have 36 minutes a week for all supplier interactions combined. Access fell from 80% in 2008 to 24% today (ZS Associates). More reps doing the same thing in a shrinking window doesn’t produce more results.
The reps aren’t failing. The model is failing.
The cost of waiting
Every quarter the model doesn’t change, you’re paying £100-165K per rep for people whose primary job has become trying to book meetings that are increasingly impossible to book. Your competitors didn’t hire more reps - they built a system that warms the room before the rep walks in. Their clinician opens the meeting with a question about the product. Yours opens it asking what the company does.
That gap gets wider every quarter you wait. And the cost of waiting is already on your payroll.
One next step.
Read how we diagnose. Three named case studies walked end-to-end, the four-stage process, and the frameworks behind every engagement. Twelve minutes and you’ll know whether the conversation is worth having.