Increasing commercialization effectiveness for healthcare technology
We identify the parts of your commercial strategy and processes that are preventing prospects from becoming customers — then build and run the fix alongside your team.
Best Healthcare & Medical Technology Consulting in the United States
Is this you
We need a pull strategy instead of a push strategy.
Then the market isn't asking for what you have yet — and no amount of sales effort converts a market that hasn't been given a reason to move. Pull is built upstream of the sales team, in positioning and the economic case.
We are now regulatory cleared! How are we going to get customers to buy?
Then the risk isn't the launch — it's what the launch is built on. The components nobody owns yet are the ones that decide whether the first fifty accounts adopt or stall.
Every deal we win feels like we won it by force. But our monthly burn rate is enormous.
Then the process isn't producing the outcome — individuals are. Survivable at five accounts, fatal at fifty, because it can't be hired against or forecast to a board.
We're getting some customers, but it's costing us more to acquire each one.
Then each new customer is buying you less than the last one did. A cost to acquire that climbs with volume is the clearest sign adoption is being bought rather than earned — and it compounds quietly until the model stops working.
The misdiagnosis
In most companies the symptoms are real, the departments are working hard, and every one of them is downstream of the same thing.
Historically high buyer resistance
Magnetic pull strategy needed yesterday
Post-sale customer support failing
This is why the obvious fix keeps failing. Each department treats the symptom it can see, the cost of the real gap keeps compounding, and four quarters later the chart looks the same. Commercialization is not marketing and it is not sales — it's the connected system that decides whether a buyer adopts.
The BridgeAudit™
Every one of them feeds adoption. Any one of them can stop it — and most teams can name an owner for three.
Each has a single accountable owner in a healthy company.
What it's costing
Three benchmarks a healthcare technology board underwrites, fixed. Drag each handle to where your company actually sits.
Outside every benchmark a board underwrites. Each one on its own is survivable. Together they describe a commercial system that is being brute-forced rather than working.
Benchmarks are a standard to measure against — not a promise.
How this works
Borrowed from medicine deliberately — because the failure mode is identical. Treat the symptom you can see, and the patient keeps coming back.
"What is actually preventing customers from adopting?"
Not "why aren't we selling more." The question is what stops a physician, a value analysis committee or a health system from saying yes — and where inside your company that objection was manufactured, usually three departments from where it surfaced.
What comes outA hypothesis about where the constraint really lives, and agreement on what would prove it.
"Which of the ten components is producing it?"
The BridgeAudit™ is a micro-level deficiency and gap assessment across all ten commercialization components, targeting the root causes behind buyer resistance rather than the surface symptoms.
What comes outA location, not an opinion: the deficiency, and why several symptoms trace back to one.
"How bad is it, and what is it costing?"
[Stage three copy — Craig to confirm. The split between Identify and Diagnose is the part I can't infer: Identify appears to locate the failing component, and Diagnose to establish its severity and cost. If that's backwards, say so and I'll swap them.]
What comes out[The output of this stage — to confirm.]
"What has to be removed before anything new can work?"
[Stage four copy — Craig to confirm. Eradicate reads as clearing out the broken process, structure or messaging before the replacement is installed, which is the step most firms skip. Confirm and I'll write it properly.]
What comes out[The output of this stage — to confirm.]
"What replaces it — and who runs it afterwards?"
Commercial strategy design, organizational structure, the way your team talks to buyers, leadership development, technology and operational improvements — installed alongside your people with KPI tracking and accountability.
What comes outRepeatable systems where the deficiencies were, already being operated by your own team.
Services
Most engagements draw on two or three. Which ones is an output of the BridgeAudit™, not a conversation about packages.
Proof
Craig is an outstanding sales professional and a great person. He is an over-achiever; detail oriented; has excellent interpersonal skills and was consistently above his sales quota while at SurgRx. I would highly recommend Craig and would love to hire him again.
A Consultant, Mentor, Leader and experienced Sales Representative. Craig takes the hands on approach to work with your team and dives deep into the technical aspects of the products. I would highly recommend him.
Craig is loyal, honest, and a true disruptor. I had the opportunity to work on the same team as Craig from 2022–2023 at Avel eCare. From our time together it is clear that Craig is not afraid to think outside of the box. You can always count on him to speak his mind, challenge the status quo, and work with you to come up with new ideas and strategies — all while maintaining a high level of integrity and collaborative spirit. I recommend Craig to those who are not afraid to do things differently to drive commercial growth.
Craig was my sales trainer and Consultant. His leadership and guidance allowed me to grow both personally and professionally. I will be forever grateful.
Craig came to Vivify Health and had an immediate impact with his work ethic and enthusiasm. He was a complete self starter and didn't wait for the marketing department to bring him leads. I was really impressed with his "outside the box" thinking related to lead generation. We were happy to let him try different ideas as we were all digging for as many ways we could find to build pipeline. The best part was the effect his efforts had on his fellow sales people — the entire team started thinking and sharing new ideas. Love working with people who break the mold and Craig is definitely one of those guys. If you're looking to reenergize your team this guy would be a great person to bring in.
Most of the medtech world has a very basic understanding of what constitutes commercialisation. In my experience it is a multi-complex approach from day one of a company — not setting a sales target at launch. Craig has literally written the book on this approach to solid and serious, long-term strategic medtech commercialisation. If you want long-term (but hard work) and sustainable commercialisation of a MedTech device, then you should reach out to Craig and have him build your strategy — no, not a sales plan — but a deep ten-pillar strategy for how to commercialise your product.
Who you'd be talking to
Craig T. Ingram
Co-founder · Chief Commercialization Advisor
Craig started selling medical devices while still at university and built a distribution company doing it. A decade at Ethicon — Johnson & Johnson's surgical division — followed, then commercial leadership at VC-backed startups including SurgRx, which J&J later acquired.
Since 2007 he has worked almost exclusively as a trusted advisor to CEOs of venture and family-office-backed medical technology companies: launches, expansion into virgin territories, and the unglamorous work of turning a promising product into repeatable adoption.
Before you book
The next step
Whether what's slowing your adoption is something structural — and if it is, roughly where it lives.
Prefer email? craigt@medicalsalesgrowth.com · +1 551-697-7320