All problems
healthtech
You can't get in front of the right clinical decision-makers
"We know our product solves a real problem. But we can't get to the clinicians who would champion it. The gatekeeping is relentless and our sales cycle is getting longer every quarter."
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- A healthtech company that relies on cold email to reach clinical directors in private hospitals typically achieves a response rate of 1 to 3%, versus 25 to 40% when the approach comes through a peer referral or conference relationship
- Mapping the decision-making structure of 20 target accounts, identifying clinical champion, economic buyer, and procurement pathway, takes two days and transforms the quality of every subsequent commercial interaction
- A thought leadership programme placing two to three clinical articles per quarter in peer-reviewed or specialist publications costs less than £5,000 per year and generates inbound enquiries from clinical champions who would be unreachable through outbound alone
- Sales cycles extend because access to decision-makers is delayed
- Pilot agreements are blocked at gatekeeping stages
- Commercial targets are missed as pipeline stalls
- Competitors with established clinical relationships capture the business first
- The product's clinical value is never demonstrated to the people who could champion it
Frequently asked questions
Why does this problem persist?
The company relies on cold outreach that is screened by administrative gatekeepers There is no clinical champion strategy to create internal advocates Thought leadership and peer networks are underused as access channels
What is the cost of leaving it unaddressed?
A sales cycle of 8.4 months versus 4.9 months on a £28,000 average contract delays revenue by 3.5 months per deal. Across 20 deals, that is over £160,000 of deferred annual revenue.
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.