Increasing commercialization effectiveness for healthcare technology
Your technology works.Your customer adoption is a different problem.
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 - 2025
Is this you
If you've said one of these phrases out loud within the last quarter, we should talk…
We need a market pull strategy instead of a normal GTM push strategy.
You can't sell your way into a market that hasn't found a reason to buy. Real magnetic market pull is created before the sales team enters the picture, through creating abnormal curiosity from the prospect.
We are now regulatory cleared! How are we going to get customers to buy?
The risk isn't the launch; prepping or warming the market is what creates prospects ready to receive the buy-in.
Each customer we win feels like we win them by force, we need a more effective commercial process.
When the process isn't producing the outcome, there are gaps that need to be uncovered, identified and diagnosed in order to achieve high levels of customer adoption.
We're getting some prospects to convert to customers, yet we could have prepared the market more effectively.
By increasing the effectiveness of commercial strategy and tactical execution, we can use public relations in an uncommon way to produce uncommon market share.
The misdiagnosis
Three problems you're chasing separately. One cause.
In most companies the symptoms are real, the departments are working hard, and every one of them is downstream of the same thing.
- Sales
High levels of buyer's resistance
- Marketing
GTM push strategy
- Product
Post-sale customer support failing
The reasons for ineffective commercialization.
Found in the Bridge Audit™ — not in the pipeline reviewThis 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 Bridge Audit™
Assessing the Ten components. One outcome.
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
Put your numbers on the line. The distance is the diagnosis.
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
Uncover. Identify. Diagnose. Eradicate. Cure.
Borrowed from medicine deliberately — because the failure mode is identical. Treat the symptom you can see, and the patient keeps coming back.
Uncover
Identify
Diagnose
Eradicate
Cure
"Where in the commercialization process is adoption being prevented?"
Not “why aren't we selling more.” The real question is; “what stops a physician, a value analysis committee, or a health system administration from saying, ‘YES’?” Where inside your commercialization process are the objections being ignored?
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 Bridge Audit™ is a micro-level deficiency and gap assessment across all 10 components of commercialization, targeting the root causes behind low prospect to customer conversion and adoption of the products and services being offered.
What comes outA specific deficiency, not an opinion: and why several symptoms trace back to one root cause.
"How bad is it, and what is it costing us?"
Diagnose is the part that is extremely critical: A company needs to know exactly what is wrong and what intervention is needed. To diagnose to establish its severity and cost.
What comes outKnowing what is wrong, what needs to be eradicated, and how severe it is.
"What has to be removed before anything new can work?"
To eradicate means to cut-out the broken process or structure before the repair or replacement. Knowing what is wrong via the diagnosis, tells what needs to be eradicated, and how severe it is.
What comes outLeaving room for a better and more effective opportunity for positive results and outcomes.
"What replaces it, and what is the realistic prognosis?"
Commercial strategy design, GTM blueprint or playbook structure effectiveness, the way your team communicates to the market (potential buyers), commercial leadership development, technology and commercialization operational improvements installed alongside KPA and KPI tracking with accountability.
What comes outUncommon and abnormal prospect to customer conversion and making customers into long-term clients.
Services
Five practice areas. Scoped against the diagnosis.
Most engagements draw on two or three. Which ones is an output of the Bridge Audit™, not a conversation about packages.
Proof
The people who can validate what Craig T. Ingram has accomplished for companies.
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
Not an associate; But an authority in highly effective commercial strategy
Craig T. Ingram, MBA, CBT
Co-founder · Chief Commercialization & Strategy Advisor
Craig started selling medical devices while still at university and built a distribution company doing it. Spending almost a decade at Ethicon, a surgical division of Johnson & Johnson's followed by commercial leadership at VC-backed startups including SurgRx, Inc. (Acquired by Johnson & Johnson), Patton Surgical Corporation (Acquired by Stryker Endoscopy), Microline Surgical, Inc. (Acquired by Hoya Ltd.), Suture Ease, Inc., Minerva Surgical, Inc., etc.
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
Eleven questions. Pick the one that's stopping you.
The next step
Fifteen minutes. One question answered.
Whether what's slowing your adoption is something structural, and if it is, roughly where it lives.
What happens
- Craig reads your situation beforehand
- You describe what's happening; he asks a lot of questions
- You get his honest read on the likely root cause
- If there's a fit you'll both know. If not, he'll say so
What it isn't
- A capabilities deck
- A proposal you didn't ask for
- A junior associate running discovery
- Something that turns into a 60-minute call
Prefer email? clientsupport@medicalsalesgrowth.com · +1 551-697-7320