Marketing leadership built for the gap between clinical approval and commercial adoption — navigating reimbursement complexity, hospital procurement, surgeon champions, and enterprise health system sales cycles.
Medical device and MedTech companies often invest years and significant capital reaching clearance or approval — and then discover that commercial adoption requires an entirely different set of competencies. The transition from regulatory milestone to revenue is where many MedTech companies stall.
A surgeon champion who loves your device is not the same as a commercial account. Hospital procurement, value analysis committees, and GPO contracting all require a parallel commercial strategy that most clinical teams aren't equipped to run.
Payer coverage, CPT coding, and reimbursement pathways aren't just a market access problem — they're a marketing message problem. If your buyers can't understand the economic argument alongside the clinical one, adoption stalls.
Hospital C-suites and value analysis committees evaluate devices through a financial lens: supply chain cost, OR efficiency, length of stay, readmission rates. Marketing materials that only speak to clinical outcomes leave money on the table.
Selling into IDNs and large health systems means navigating IT, clinical leadership, supply chain, legal, and finance — often across multiple sites and departments. Marketing needs to support the entire journey, not just awareness.
Many MedTech companies reach clearance with a science team, a regulatory team, and a founder — but no marketing or commercial infrastructure. Building that from scratch while managing launch pressure is one of the hardest commercial challenges in the industry.
Most MedTech companies are invisible online — no SEO strategy, minimal content, and no digital lead generation. As clinician and administrator research habits shift to AI-driven search, the cost of digital invisibility is rising.
BentonNewell provides the senior commercial marketing leadership that MedTech companies need to bridge the gap between clinical validation and commercial scale — building the infrastructure, messaging, and pipeline motion that drives adoption at health systems, surgical centers, and physician organizations.
Dana Newell brings cross-functional experience across healthcare operations, hospital systems, and B2B commercial strategy — which means the GTM approach we develop accounts for the full procurement reality your buyers operate in, not just the clinical selling motion.
Start the ConversationBentonNewell works best with medical device and MedTech companies that have reached a regulatory milestone and are building toward commercial scale — whether first launch, expansion into new account types, or scaling beyond early adopters.
Surgical devices, robotic-assisted surgery, interventional tools, and minimally invasive technology
Remote monitoring devices, wearables, continuous monitoring systems, and connected care hardware
Imaging systems, diagnostic hardware, and capital equipment selling into hospital and ASC procurement
MedTech startups building their first commercial infrastructure post-510(k) or PMA clearance
Most MedTech marketing agencies understand marketing. What they don't understand is how hospital procurement actually works — the internal dynamics of a VAC, how supply chain evaluates vendor relationships, what a CFO needs to see to approve a capital purchase, or how an OR director thinks about workflow disruption.
Dana Newell brings experience inside healthcare organizations, not just selling to them. That inside perspective shapes every commercial strategy we develop — from how we position the device, to how we support field sales, to how we build materials that survive the VAC process.
BentonNewell also provides fractional COO services — which means we can help MedTech companies align their commercial operations, not just their marketing messaging, to support scale.
A fractional CMO for a MedTech company builds the commercial strategy that follows regulatory clearance: clinical and economic value messaging, materials that support value analysis committee review, field sales enablement, digital visibility for clinician research, and the pipeline infrastructure that gives investors visibility into commercial progress.
Clearance establishes that a device can be marketed. Adoption requires a separate process: a clinical champion, evidence that satisfies a value analysis committee, a reimbursement pathway your customers understand, procurement and supply chain approval, and a sales team equipped to navigate all of it. Companies that treat clearance as the finish line frequently stall at this stage.
Evidence generation, then clinical champion or KOL engagement, then reimbursement and coding clarity, then procurement and value analysis committee approval, then sales enablement to replicate the process across accounts. Marketing supports every one of those stages, not just top-of-funnel awareness.
Most engagements start with a 30-minute discovery call. No pitch — just a real conversation about where you are and what it will take to get to commercial scale.
Schedule a Discovery Call