Insights
Notes from the field.
What 26 years across finance and commercial leadership in MedTech taught me about selling, margins, distributors and running emerging markets. First shared on LinkedIn.
The best salesperson in the room, and the quietest person at the table
Great reps go quiet in budget, pricing and P&L meetings. Not because they are not smart, but because nobody taught them the language being spoken.
Product knowledge is not commercial ability
The worst rep I ever saw knew the product better than anyone. The best had never sold a medical device. What that taught me about hiring in MedTech.
Pharma and MedTech look similar from the outside
Devices build trust through experience, pharma through data over time. The biggest difference is not speed. It is consequence.
The end of a crisis is not the return of normal
Markets can reopen quickly. Operating rhythm takes much longer. What leaders should expect after disruption in the region, from distributor cash to tender delays.
Negotiation in emerging markets is alignment under pressure
Distributors protecting margins, hospitals under pressure, governments regulating price. The best negotiations start with understanding where value sits for each side.
In MedTech, service is the difference
In many emerging markets the products are approved, safe and they perform. What physicians really feel is the service around them.