For MedTech
You have a device that works. The clinical champion took eighteen months. Procurement hasn’t said yes yet.
The MedTech commercial cycle wasn’t designed for speed. It was designed for safety. Champions become advocates, advocates become evidence, evidence becomes a business case, and somewhere around month twenty-four procurement is ready to talk about pricing. Your team is burning cycles on accounts that won’t convert for two years. Your CFO is burning runway at the current velocity. Something in the middle has to change.
The sales cycle you were told to expect is the one nobody can afford any more.
Your rep has a good story. They found a surgeon who cares, wrote a business case for the clinical lead, briefed the procurement team, attended the MDT, built a comparison pack against the incumbent, and requested an audience with the finance committee. Two years in, they’re presenting to people who’ve never met them. That is the standard MedTech cycle. It works. It’s just slow enough to sink the company running it.
Your forecast accuracy falls apart inside it. You build pipeline around Q3 closes based on conversations happening in Q1, and three of those close in Q3 of next year instead. The board rebases the forecast, the team rebases their targets, and the commercial leader becomes the person who keeps asking for patience.
The real problem underneath is that MedTech demand generation looks nothing like the rep cycle. It lives in peer-to-peer advocacy, clinical evidence packaging, and the networks that form around congresses. Not in outbound sequences that don’t land with surgeons who don’t read email.
Procurement doesn’t buy devices. It ratifies clinician demand. The question is how quickly you can help them get there.
Sound familiar?
Most MedTech commercial leaders we work with have said one of these out loud.
Getting started
Getting started.
Workshop
£2K
One-day deep dive on a specific bottleneck.
Diagnostic
£5K
Written assessment of where the cycle breaks and what to fix first.
Programme
From £15K
Focused engagement: new market entry, sales enablement, or congress.
Full 3 E's
From £25K
Six-month strategic and execution programme.
Questions your commercial team and procurement will ask. Answers we've already prepared.
Do you understand how the NHS actually buys devices?
Deeply. We’ve run new-market-entry programmes into NHS Trusts, ICSs, and national frameworks. Who to approach at what moment in the buying cycle, with what evidence format. Which Trusts have procurement teams that lead and which ones wait.
Can you support multi-country EMEA rollouts?
Yes. The commercial architecture translates; the evidence and procurement packs are country-specific. We scope those explicitly and assemble the local execution partners where they’re needed.
How do you work with our reps?
Sales enablement is built with them, not for them. Reps that don’t use the materials are a sign the materials didn’t solve the problem they had. We shadow a week of sales calls before we design anything.
What about reimbursement strategy?
Not our discipline. We partner with reimbursement specialists when it’s in scope; we stay in our lane.
How do you measure pipeline impact?
Stage-weighted pipeline attributable to the programme, champion-to-procurement conversion rate, pipeline velocity from first clinical conversation to finance-committee decision. Specific metrics, not impressions.
How long before we see movement?
Champion-stage engagement visible in weeks. Procurement-stage movement inside four to six months on accounts where the clinical case is clear. Longer where the clinical evidence still needs investment.
What changes when the demand engine works.
Your reps walk into an account that already knows who you are. The clinical champion has read something you wrote. The procurement team has the business-case format they prefer to see. The finance committee has a reference account in a comparable Trust they can phone. The two-year cycle doesn’t become a six-month cycle, but it starts producing twelve-month cycles alongside the twenty-four-month ones.
Pipeline becomes legible. You can show the board which twenty-five accounts are live, which ten have identifiable clinical champions, which five are at business-case stage, and which two are in procurement. Forecast accuracy stops relying on the rep’s intuition. It starts relying on stage definitions the whole team shares.
The CFO stops asking when pipeline will materialise. It shows up on the same dashboard as the board deck.
Every quarter of runway spent on a two-year cycle is runway you can’t spend somewhere else. And MedTech commercial teams are never short of places to spend it. More headcount. More clinical studies. Territory expansion. None of those help if the commercial cycle the company runs on is longer than the runway the board has funded.
The MedTech companies pulling ahead right now have worked out how to compress the clinical-to-procurement journey without compromising the evidence that makes procurement possible. They’re spending less on rep time and more on demand. They can show the board a pipeline that looks like a pipeline, not a wish list.
Every quarter spent running the old cycle is a quarter your competitor spends upgrading theirs.