For UK MedTech companies
You have a CE-marked MedTech product, but no clear UK route to market
Regulatory approval is the beginning, not the end. UK MedTech route-to-market requires procurement navigation, clinical champion development, distribution partnership decisions, and a commercial model built around NHS purchasing behaviour.
Cost of Inaction
Enter your target and active accounts, average annual revenue per account, and achievable penetration rate. The calculator shows the annual revenue gap above today's revenue.
How it breaks down
- Current account revenue£420,000
- Revenue at target penetration£784,000
Two minutes, no typing, and I read every one myself.
From Paul
Tell me where that £364,000 is coming from, and I'll come back with the three things to fix first.
A few quick questions, about two minutes, and no typing. I read every one myself and reply with the three things costing you most and where I'd start. If it's useful, we talk. If not, you've still got a clear picture.
No obligation, no sales call unless you ask for one, and nothing automated lands in your inbox.
Paul, Solvable
- 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.
- 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.
The UK private healthcare market reached £13.75 billion in 2024, growing at 3.4% annually, with the private acute care hospital segment leading at 38.1% market share in 2025, driven by investment in advanced imaging, robotic surgery, and elective procedure capacity. Private hospital groups are frequently the first adopters of new MedTech in the UK, unconstrained by NHS procurement cycles, Spire Healthcare and Circle Health Group have both made significant investments in robotic-assisted orthopaedic surgery and rapid diagnostics as competitive differentiators. Pharma and MedTech innovators are increasingly being advised to widen their market access lens to include private sector partnerships and integrated care pathways, as private clinics and digital platforms become central to how patients navigate care in the UK. In 2024, private hospital admissions reached 939,000, the highest on record, with self-pay accounting for 36% of all admissions, up from 25% before the pandemic, confirming that the private sector is now a primary rather than supplementary route to patients.
Source: DataM Intelligence UK Private Healthcare Market Report 2026 · PHIN Private Healthcare Market Update June 2025 · Petauri / Savills UK Healthcare H1 2025 Market Roundup · LaingBuisson Private Acute Healthcare Market Report December 2025 · WeCovr UK Health Waiting List Report 2026
Frequently asked questions
Why does this problem persist?
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
What is the cost of leaving it unaddressed?
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.
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.