You have a CE-marked MedTech product, but no clear UK route to market

Regulatory approval is mistaken for commercial readiness The NHS procurement and adoption route is not yet mapped There is no plan to get into hospitals at scale

• Approval is treated as the end rather than the start of commercialisation
• The procurement and adoption route is not mapped
• No plan to scale beyond early adopters
• Clinical champions are not yet engaged

A MedTech company with 80 target accounts across UK private hospital groups and clinic networks, winning contracts at a current rate of 20% against an achievable rate of 35%, is leaving 12 accounts per year uncontracted. At an average annual contract value of £28,000, that is £336,000 in annual revenue sitting in the pipeline but not converting not because the product is wrong, but because the commercial strategy for private healthcare has not been built.

• Active pilots run at multiple sites without generating contracted revenue resource is consumed without commercial return.
• Competitors with stronger private sector relationships establish preferred supplier status within the major hospital groups, creating a position that is difficult and expensive to displace.
• Burn rate runs ahead of revenue as the sales cycle extends beyond projections with no contracted income to show investors.
• Clinical champions who championed the product through a pilot lose internal credibility if it does not convert reducing future advocacy and creating reputational risk within the clinical network.
• The private sector opportunity is deprioritised in favour of a longer NHS route, despite private healthcare offering faster, lower-friction commercial entry for many product categories.

What it looks like in practice

• A surgical robotics company completes a six-month pilot at a leading London private hospital, the surgeons are enthusiastic, the outcomes are strong, but there is no contract negotiation in progress twelve months later because no one built the commercial case alongside the clinical one.
• A diagnostics device company sends its NHS sales team to pitch a private clinic network the conversation stalls because the team is quoting tariff savings and NICE guidance that have no relevance to a self-pay focused provider.
• A MedTech SME runs three separate pilots at three separate Spire hospitals without establishing a group-level conversation each is treated as a standalone local decision rather than a route to a national agreement.
• A digital health platform gains enthusiastic support from a consultant cardiologist at a Nuffield hospital, but the cardiologist has no budget authority and the company has no relationship with the medical director or procurement lead who do.
• A company with strong evidence from a private sector pilot fails to use it as leverage for a national agreement because no one mapped the group procurement structure or identified the right point of escalation.