Medical device commercialization and market access strategy
When you have a superior product and need a confident path to physician adoption.
We build cost-effective commercialization strategies for double-digit growth.
How we help
How does OG Advisors build a medical device commercialization strategy?
Our team includes some of the only advisors in the industry with operating experience on both the technology side and the health system side. We combine seller and buyer perspectives to determine who adopts, why they act, what evidence they need and how the product fits clinical and operational workflows. We identify the commercial route, whether direct sales, partnering or a joint venture, and build commercialization plans with exit potential in three to four years.
Who decides
Every stakeholder needs a different message
Clinical users
Better outcomes and a fit with clinical workflow.
Budget holder
A total-cost-of-care ROI case and a contracting path.
Biomed
Installation, servicing and day-to-day reliability.
IT
EHR integration, security and implementation effort.
Revenue cycle
Coding, coverage and reimbursement.
Quality
Outcomes, safety and the evidence behind them.
Launch runway
What has to happen before launch
Months before launch. EHR integration planning should begin 18 to 24 months out and include dedicated pilots; launch priorities are set 12 to 18 months out.
Evidence
The evidence each hospital needs
| Hospital culture | Evidence that moves it |
|---|---|
| Early adopters | Can act on FDA results or individual case studies. |
| More conservative systems | May need publications, or evidence from key opinion leaders they trust. |
| Every hospital | A message for each value analysis committee stakeholder, and an internal champion who carries the case when you are not in the room. |
Five key questions
Five key medical device commercialization questions we solve
The questions we work through with every client facing this problem, answered the way we would answer them on a call.
Who will use your product, who will buy it, who controls the budget and who can stop adoption?
In the complex US healthcare system, patient benefit is almost never enough for adoption. We bring decades of experience inside US hospital systems to tailor a different message for each value analysis committee stakeholder. We think of biomed, IT, revenue cycle and quality not as gatekeepers, but as equal contributors to the procurement decision. So we build total-cost-of-care ROI arguments that strengthen the clinical case and create urgency for change.
How do pricing, reimbursement, procurement and implementation affect one another?
Ready reimbursement, reasonable pricing and superior clinical outcomes may secure a value analysis screening, but installation, integration and implementation determine whether the product advances. We work with your internal teams, including engineering, to make your opportunity a light lift for the customer.
What should our priorities be 12 to 18 months before launch?
Better clinical outcomes alone rarely persuade a health system to change its protocols, as buyers may view the problem you are solving as non-urgent or believe alternatives already exist. As we prepare for launch, we build relationships with the right key opinion leaders, identify the initial wedge patient segments and apply a field-tested commercialization blueprint designed to shorten adoption curves.
What level of evidence do you need to grow the market?
Different hospitals have different cultures. Some are early adopters and can accept FDA results or individual case studies. Others may need publications, or evidence from KOLs they trust. We tailor the evidence and materials to each audience and equip your internal champion to carry the case when you are not in the room.
Have you planned the steps required for EHR integration?
The saying goes that there isn't a deal so good that lawyers can't stop it. In the US healthcare system, there's no product so good that IT can't stop it. EHR integration planning should begin 18 to 24 months before launch and include dedicated pilots. Evidence of a straightforward integration process can be as important as clinical evidence.
Services
Medtech commercialization, clinical adoption and market access strategy services
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US market entry strategy
For domestic and international device companies
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Regulatory pathway assessment
510(k), De Novo or PMA, and its implications for commercial timing
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Clinical champion and buyer mapping
Across hospital stakeholders and care settings
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Wedge-market prioritization
Identify the care settings and segments where adoption will be fastest
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Reimbursement and value-analysis readiness
Coding, coverage and the economic case for hospital committees
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GPO and IDN access strategy
Contracting pathways with group purchasing organizations and integrated delivery networks
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EMR integration planning
Address workflow and IT requirements early
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Strategic partnerships
Distribution, co-marketing and technology partnerships with established medtech companies
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Launch planning and leadership
Commercial launch execution, including fractional or interim Chief Commercial Officer support
More from this work
"OGA helped us understand the market better, faster (and cheaper,) than any other consultant."
Esperto Medical
Medical device commercialization client.
What do your next 12 months look like?
The only thing you're risking is 25 minutes.
Tell us where you are. If we can help, we'll tell you how. If we can't, we'll tell you that too, and we'll usually know inside one call.
