Healthcare Marketing Approaches

Two years ago, I watched a brilliant health tech startup burn through $2M in 6 months. Their AI could predict patient readmissions with 94% accuracy. Incredible technology. Their GTM strategy? "Hospitals will obviously want this." Here is what really happened: Month 1️⃣: 23 demos with hospital CMOs who loved the concept Month 2️⃣: Procurement asked for ROI projections they couldn't provide Month 3️⃣: IT wanted integration specs that didn't exist Month 4️⃣: Finance needed justification for an "experimental" AI tool Month5️⃣: Clinical teams pushed back b/c workflows weren't designed with clinician input Month 6️⃣: Cash ran out during a "promising" pilot negotiation The lesson that changed everything for this client (that I ended up terminating) 🙃 : 1. Healthcare doesn't buy technology. It buys solutions to specific financial problems with proven implementation paths. 2. That startup could have survived if they'd started with: "We'll reduce your readmission costs by $400K annually, guaranteed, with 90-day implementation." 3. Instead of selling AI predictions, they needed to sell cost reduction with success metrics. Now when founders ask me about GTM strategy, I ask them this: "What specific dollar amount will you save your customer, and what happens if you don't deliver?" If you can't answer both parts confidently, you're not ready to sell. You ARE ready to refine your GTM strategy so when you do start selling, you win... #HealthTech #GTM #Entrepreneurship #HealthcareAI

The 7-Minute Dance Every medical sales rep knows the ritual. Wait in the hallway. Catch the surgeon between cases. Make your pitch. Seven minutes, if you're lucky. But here's what we miss: Surgeons aren't avoiding your product. They're avoiding the dance. Because surgeons don't buy products. They buy better outcomes. They buy reduced risk. They buy time. And time is the one thing they can't get more of. The traditional pitch - features, benefits, ROI - it's all about your clock, not theirs. What if, instead of trying to steal their time, you became a time giver? The best reps aren't hallway hunters anymore. They're insight providers. Problem anticipators. Complexity reducers. They show up with: "Here's what your colleagues are struggling with..." "This is what the data shows..." "I noticed something in your approach that could..." Suddenly, those seven minutes aren't about your product. They're about their practice. When you shift from selling time to saving time, the hallway becomes optional. Because surgeons don't need another vendor. They need a scout. An interpreter. A curator of solutions. The game isn't about catching them between cases. It's about becoming the case they want to make time for. How would your pitch change if you measured it in insights delivered instead of minutes stolen?

No one in the NHS wakes up thinking about you. They’re just trying to survive the week. Their best HCP just quit. The IT system's down again. Their waiting list has doubled. And now you want 15 minutes to demo your AI? We often think our biggest challenge is explaining what our product does. It’s not. Our 'real' challenge is making them care enough to listen. Because here’s what HealthTech sales actually looks like: You’re not competing with another vendor. You’re competing with the status quo. You’re competing with fatigue. With firefighting. With the slow drip of decision inertia that’s baked into a 75-year-old institution designed to mitigate risk and protect patients. They’re not ignoring you because your tech is bad. They’re ignoring you because their world is busier than yours. So what works? Start with relevance. Not relevance to you, relevance to them: their week, their stress, their KPIs, their patients. Don’t pitch “improved workflows”. Show them how you’ll give their team back two hours on a Monday. The kind of Monday where they’re short-staffed, the printers are down, and they’re already six beds over. Don’t talk about “optimising data”. Tell them how you’ll stop three people chasing the same discharge summary. Because right now, that’s 90 minutes of phone calls, corridor conversations, and passive-aggressive emails. Don’t say you “improve patient outcomes”. Say you’ll flag deteriorating patients before someone has to run a crash call. Don’t say your tool “drives efficiency”. Say you remove the daily migraine of logging into four systems just to find out a patient’s still in radiology. And don’t talk about “more data for better decisions”. They’re drowning in dashboards already. Say you’ll surface the one piece of information that prevents today’s handover becoming tomorrow’s complaint. The NHS doesn’t want more innovation. It wants fewer problems to manage. That’s it. If you can prove that. You’ve earned that 15 minutes.

Sales folks, take note! Spamming a target company's employees with your services and requests for meetings will result in your company making its way onto a buyer's blocklist. As a buyer in the localization industry, I receive dozens of emails and LinkedIn requests every single day from vendors looking to showcase translation, AI, QA services, and more. It's not humanly possible to give personal replies to every outreach. When vendors can't get through to me, they often reach out to everyone on my team... and sometimes to many others across my company. I'd love for this practice to stop. It wastes valuable company time and makes a vendor appear desperate and non-strategic. Here's what to do instead: 1. Appeal to ego! Invite a target company’s decision-maker to a panel, or start a vlog series and ask buyers to appear and discuss industry topics. It’s also a great opportunity to reposition your company as a thought leader. 2. Offer genuine insight, not just services. Share a case study, white paper, or benchmarking data that’s actually useful to the buyer’s role, and do it without a sales pitch. 3. Build a reputation before you build a pipeline. Comment thoughtfully on posts. Contribute to community conversations. If you consistently show up with value, you’re far more likely to get noticed. 4. Target smarter, not broader. Don’t shotgun your message to an entire company. Learn the org. Understand the buyer’s scope. Then send one well-researched, personalized note that shows you actually did your homework. 5. Focus on mutual value. Can you help solve a known pain point or offer perspective on something changing in the market? Frame your outreach around collaboration, not consumption. 6. Use timing to your advantage. Keep tabs on when companies are hiring for roles associated with your offerings, launching in new markets, or attending conferences. That’s when buyers are more receptive to new solutions. 7. Lead with generosity. Offer a no-strings-attached resource, intro, or suggestion that doesn’t benefit you directly. Reciprocity is a powerful trust builder. And please! Don't ever ever call me on the phone! ;)

Pharmaceutical and medical device companies face unique challenges in connecting with HCPs, patients, and stakeholders. As traditional marketing methods become less effective and privacy concerns grow, first-party data emerges as a game-changer for our industry. First-party data—information collected directly from customers with their consent—is becoming increasingly crucial for success in digital marketing. With the impending phase-out of third-party cookies, leveraging your own data will be more important than ever. But how can pharma and medical device companies harness the full potential of first-party data? A study by Boston Consulting Group (BCG) and Google revealed that while data-driven marketing can double revenue and increase cost savings by 1.6 times, only about 30% of companies are creating a single customer view across channels. Even more striking, just 1-2% are using data to deliver a full cross-channel experience for their customers. To bridge this gap and gain a competitive edge, industry leaders need to focus on three key actions: 1. Develop a Comprehensive Data Strategy - Instead of collecting data indiscriminately. This might involve prioritizing data from healthcare provider interactions, patient support programs, or clinical trial participants. Assess the value of your first-party data rigorously. Calculate associated costs and risks and develop a clear implementation roadmap. This approach not only streamlines your efforts but also helps secure buy-in from executives—crucial for successful implementation. 2. Test, Learn, and Measure - Start with a specific business case for your data. For instance, you might aim to improve adherence to a particular treatment or increase adoption of a new medical device. Define what needs to be personalized to achieve this goal. While one-to-one personalization might seem ideal, it requires significant investment and time. Focus on a narrow use case—perhaps a specific physician specialty or patient segment—and invest only in the data and technology required to test that particular case. 3. Build Robust In-House Tech Capabilities - Traditionally, pharma and medical device companies have heavily relied on agencies for marketing efforts. However, a hybrid approach may be more effective in the age of first-party data. Consider insourcing your technology stack and capabilities related to data analysis and activation. At the same time, leverage agencies for their strategic perspective, creative content, and media buying expertise. Many agencies are evolving to meet these changing needs, offering everything from à la carte services for mature brands to turnkey solutions for those just starting their data journey. By focusing on these three areas, pharmaceutical and medical device companies can unlock the full potential of their first-party data. This not only improves the customer experience, but also boosts business results. #CXStrategy #pharmaceuticals #medicaldevices #DataStrategy

Pro tip for medical sales:  (from a surgeon) 3 Don’t ask me at the wrong time if I want to try your new product. Don’t make your product the center of your approach to me. Don’t interrupt my work or my thinking and ask me to focus on something out of context. In fact, try to remember that my primary concern is my patients, and, while there may be a time and a place to discuss innovation, be considerate and choose appropriately. If our team has an established workflow and cadence centered around delivering high quality care, we may not want to disrupt our focus at a time that you think you have an opportunity to get in front of us. As a patient, you would want my focus on you, not distracted by work that is not timely.  Respect, that our time is our only nonrenewable resource.  It is precious and in short supply and your product is not my central or only focus.  Understand that while I am always on the lookout for innovation, including yours, I am consistently bombarded with it from all angles and yours is but one of many new ways to work that our team must consider.  Be kind. Instead, get to know me and our team and how we manage time, the ebb and flow of our work. Then consider how your innovation can be introduced effectively into our consciousness.  Help me learn and understand at a time that I can absorb and process the amazing benefits that you are offering.  What is my learning style, and how do I like ideas presented? Ask me who else on my team should see this and what is our process for learning about new products or techniques?  Where is it best done and over what time frame? Ask me what our evaluation process looks like and how many uses I need to assess its merits? Let’s craft a well thought out strategy for evaluating whether it meets my criteria for adoption. Understand that it takes time to learn a new product and fit it into our workflow.   Ask me if I am willing to commit to a sufficient trial and relevant data collection? Bringing something to me without thinking through the long game, makes little sense.  I do want to try new things, but only in the context of knowing what success looks like and how we would this get incorporated into our workflows.  The change process is just as important as the product, and deserves your focus.  Educate us, to see what you see. Make us grateful that we spent the time to do so. Thanks

The three questions that often derail women's health pitches. After reviewing hundreds of pitch decks for VCs, I often see these questions come up - and many founders struggle to answer them: 1. "How is this different from wellness?" Investors have been burnt by wellness apps masquerading as healthcare. You need proper medical input to separate serious health ventures from lifestyle businesses. Having clinical credibility trumps everything. 2. "What's your regulatory pathway?" Is it a wellness product or a medical device? The answer changes everything. Think about regulation early - not as an afterthought when you're ready to launch. 3. "How will you prove clinical efficacy?" Testimonials are not evidence. We must draw a distinction between scientific and clinical evidence, and people's personal accounts. VCs want to see how you'll validate with real users, not just assumptions. *** Follow me, Dr Michelle Griffin, for insider insights on building and funding women's health businesses.

𝗧𝗵𝗲 𝘄𝗼𝗿𝘀𝘁 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗶𝗻 𝗠𝗲𝗱𝗧𝗲𝗰𝗵 𝗶𝘀: “𝗗𝗼𝗰𝘁𝗼𝗿… 𝘁𝗲𝗹𝗹 𝗺𝗲 𝗮𝗯𝗼𝘂𝘁 𝘆𝗼𝘂𝗿 𝗻𝗲𝗲𝗱𝘀?” Most HCPs don’t think they need anything. They already have a product. Cases are running. No one’s complaining. So when reps ask this question, the prospect mentally checks out because you’ve just handed them an easy out: “We’re good.” The real job isn’t to find their “needs.” It’s to find what I refer to as a 𝘳𝘦𝘢𝘭-𝘵𝘪𝘮𝘦 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵 𝘪𝘴𝘴𝘶𝘦—the one they can't ignore even when they think that all is well. Instead of the typical product focus most reps use, try this: ➡️ Anchor to a situation or objective, not a product. “Doctor, when was the last time a case ran long because of ___? How did you manage it?” Now they're engaged because you don't sound like the 10 other reps who walked in that week. ➡️ Shift from ‘Let me show you our new _______'’ to ‘How do you handle ________?’ HCPs care about what they do, not what you sell. When they walk you through their current approach, the gaps reveal themselves. ➡️ Read the room (i.e., pay attention and LISTEN). When their tone changes, when they start getting specific, when they mention workarounds—that’s 𝘵𝘩𝘦 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘤𝘦. 𝗔𝗻𝗱 𝘁𝗵𝗮𝘁’𝘀 𝘄𝗵𝗲𝗿𝗲 𝘁𝗼 𝗳𝗼𝗰𝘂𝘀 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻. You'll sell more when your prospects are engaged and you LISTEN to what they tell you. And then a cool thing happens.... They listen too. 𝗜𝗳 𝘁𝗵𝗶𝘀 𝘄𝗼𝗿𝗸𝘀, 𝘁𝗲𝗹𝗹 𝗺𝗲 𝘄𝗵𝘆 𝘁𝗵𝗲 𝘁𝘆𝗽𝗶𝗰𝗮𝗹 𝗺𝗲𝗱𝗶𝗰𝗮𝗹 𝗿𝗲𝗽 𝘁𝗮𝗹𝗸𝘀 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗳𝗿𝗼𝗺 𝗯𝗲𝗴𝗶𝗻𝗻𝗶𝗻𝗴 𝘁𝗼 𝗲𝗻𝗱. 𝗜'𝗺 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴.

Hospitals are getting squeezed on costs and payments at the same time.   Unprecedented financial challenges are affecting how hospitals purchase medical devices, technology, and SaaS.   Here’s a quick look at the state of the state, a prediction for the next 18 months, and three tips to adapt.   𝗣𝗮𝗿𝘁 𝟭: 𝗧𝗵𝗲 𝗦𝘁𝗮𝘁𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗦𝘁𝗮𝘁𝗲: [1] [2]   • Labor is 56% of hospital costs. RN salaries grew 26.6% faster than inflation over four years.    • Hospital expenses rose 5.1% in 2024 vs. 2.9% general inflation.    • Medicare pays only 83 cents per dollar of hospital costs, creating $130 billion in underpayments in 2023.    • Medicare Advantage (MA) patients have longer observation stays (36.9% longer), but plans reimburse only 49% of costs.    • Tariffs are pushing up the cost of imported medical devices, supplies, and drugs.   𝗣𝗮𝗿𝘁 𝟮: 𝗠𝘆 𝗣𝗿𝗲𝗱𝗶𝗰𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝗟𝗮𝘁𝗲 𝟮𝟬𝟮𝟱–𝟮𝟬𝟮𝟲 ✔️ Purchasing committees will demand clearer ROI and better payment terms. ✔️ Budgets will tighten. Capital spending may freeze or slow even more. ✔️ Cost-pressured hospitals will push vendors harder for price breaks, value-based models, or shared-risk contracts. ✔️ Vendors who don't adjust will face longer sales cycles, stalled deals, or lost renewals.   𝗣𝗮𝗿𝘁 𝟯: 𝗧𝗵𝗿𝗲𝗲 𝗧𝗶𝗽𝘀 𝗳𝗼𝗿 𝗩𝗲𝗻𝗱𝗼𝗿𝘀 𝗮𝗻𝗱 𝗚𝗧𝗠 𝗧𝗲𝗮𝗺𝘀   1️⃣ Uncover Marketplace Struggles • Talk to real buyers about staffing shortages, reimbursement cuts, and tariff worries.    • Avoid generic pitches. Show you understand their financial pain and priorities.    • Use buyer language in your marketing.  2️⃣ GTM Planning: Align to Cash-Flow Realities • Consider payment flexibility (subscriptions, deferred payments, leasing).    • Build a strong ROI case. How does your solution reduce costs or free up staff time?    • Be ready to help them get budget approval.    • My take: Cash-flow sensitivity will decide who wins and loses in sales cycles.   3️⃣ Customer Retention: Help Them Navigate the Storm • Over-communicate. Make onboarding and support easy.    • Watch for new pain points (supply shortages, tariff changes). Adjust with them.    • Be fair on renewals. Don’t add big price hikes when budgets are flat.    • Happy customers will remember who helped them weather tough times. [1] American Hospital Association. (2025, April). 𝘛𝘩𝘦 𝘤𝘰𝘴𝘵 𝘰𝘧 𝘤𝘢𝘳𝘪𝘯𝘨: 𝘊𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴 𝘧𝘢𝘤𝘪𝘯𝘨 𝘈𝘮𝘦𝘳𝘪𝘤𝘢’𝘴 𝘩𝘰𝘴𝘱𝘪𝘵𝘢𝘭𝘴 𝘪𝘯 2025. American Hospital Association. https://lnkd.in/eHmyRG-a [2]  Financial Times. (n.d.). 𝘐𝘯𝘷𝘦𝘴𝘵𝘰𝘳𝘴 𝘴𝘩𝘳𝘶𝘨 𝘰𝘧𝘧 𝘋𝘰𝘯𝘢𝘭𝘥 𝘛𝘳𝘶𝘮𝘱’𝘴 200% 𝘵𝘢𝘳𝘪𝘧𝘧 𝘵𝘩𝘳𝘦𝘢𝘵 𝘰𝘯 𝘱𝘩𝘢𝘳𝘮𝘢. Financial Times. Retrieved [date you accessed it], from https://lnkd.in/eTG-_iyy #healthcare #GTM #leadership  

Stop selling products. Start selling perspective. The gap between a "Vendor" and a "Strategic Partner" usually comes down to one thing: Deep Domain Expertise. In complex B2B sales, buyers aren't looking for specs. They are looking for business outcomes. If you don't understand their world better than they do, you are just another commodity. Here is why deep expertise wins every time: 1. Instant Credibility. C-level executives guard their time fiercely. If they have to educate you on their industry, you’ve already lost. When you speak their language (acronyms, regulations, trends), you earn the right to be in the room. 2. Diagnosing "Latent" Pain. Average sellers solve known problems ("We need cheaper software"). Experts uncover problems the client didn't even know they had because they’ve seen the pattern 50 times before. 3. De-risking the Decision. Buyers aren't afraid of paying too much; they are afraid of making a career-damaging mistake. An expert maps the path through compliance, implementation, and politics. 4. Best references. The top commercial people know exactly which references to use when conducting the sale. Same industry, same county, and/or same business logic. We call it concentric marketing. The Difference in Action: ❌ The Generalist sells a medical device by talking about the ergonomic grip and titanium build. ✅ The Expert explains that while the device costs more, it shaves 15 mins off surgery time—allowing the hospital to fit in one extra procedure a day, increasing revenue by $2M/year. The takeaway: Your product is secondary. Your primary product is your perspective.