01 · Your challenge
When clients come to us
Consultancies like to lead with their services. In practice, nobody buys a service — they buy a way out of a problem they have been carrying for a while. Here are the ones we are asked about most.
Growth & market entry
Usually asked by international manufacturers
The UK is small, concentrated and unforgiving of the wrong entry route. The real question is rarely can we sell here — it is which channel, which reimbursement route, which partner, at what price, and in what order. We start by establishing whether the opportunity is worth the investment, then design the route.
Market strategy & growthUsually asked by IP holders and innovators
A technology that could serve four categories usually succeeds in one. We assess where the clinical need, the reimbursement route, the competitive set and the buying behaviour align — and where they don't — so the first commercial bet is the right one.
Opportunity assessmentUsually asked by mid-size manufacturers
You do not need six people, a discovery phase and a hundred-slide deck. You need someone who already knows the category, can form a view quickly, and will tell you what they actually think. Engagements are deliberately small and senior.
How we workPortfolio & product
Usually asked by established brand owners
Portfolios rarely fail all at once. They drift — a few lines carrying the margin, several carrying cost, and no clear view of which is which. We map the portfolio against where the market is going, identify the gaps worth filling, and are equally direct about what should be discontinued.
Product & portfolio developmentUsually asked by founders and IP owners
Good technology and a commercial proposition are different things. One is what the product does; the other is why a procurement lead, a clinician and a finance director each agree to buy it. We work on the second — positioning, pricing, evidence, route to market and the partner who will carry it.
CommercialisationUsually asked by manufacturers expanding internationally
The available distributor and the right distributor are seldom the same. We identify candidates properly, assess them against your category and your commercial model rather than their sales pitch, make the introductions and stay in the room for the negotiation.
Partnerships & distributionAccess & evidence
Usually asked by manufacturers with Part IX listings
Reform of Part IX of the Drug Tariff is the most significant structural change to this route in decades. New evaluation criteria, renewals and delisting exposure all carry direct revenue consequences. TariffPath™ exists specifically to work that through, product by product.
TariffPath™Usually asked by manufacturers facing PSUR deadlines
Distribution channels sit between most manufacturers and the clinicians using their products, which makes genuine feedback hard to reach and post-market surveillance an administrative burden rather than an asset. Post Market Insights™ reaches practising clinicians directly and returns evidence you can file and use.
Post Market Insights™How we work
Two of the most common reasons clients call have nothing to do with a specific market problem.
Capacity
Engagements can run as a defined project, or as ongoing access to senior resource billed monthly at a preferential daily rate. You get the experience when you need it, and you are not carrying it when you don't.
Capability
The Med Device Academy exists for exactly this — structured, practical development for product managers and customer-facing teams so the knowledge stays in your business rather than leaving with the adviser.
If your problem isn't on this page, it is probably still the kind of problem we work on. The list is illustrative, not exhaustive.
Start a conversation
No obligation, and no expectation that you already know exactly what you need. Most useful engagements begin with a thirty-minute conversation about the problem.