For UK HealthTech & MedTech companies
You have a product that works but no structured plan for how to take it to market in the UK
A good product with a weak GTM will always be outcompeted by a weaker product with a strong commercial motion. In UK healthcare, where procurement is complex and buyer relationships are long, the GTM strategy is the variable that determines whether a company scales or stalls.
Cost of Inaction
Enter your target accounts, contracts live today, average contract value, and achievable conversion rate. The calculator shows the annual revenue a structured UK GTM could unlock.
How it breaks down
- Current contracted revenue£270,000
- Revenue at target penetration£324,000
Two minutes, no typing, and I read every one myself.
From Paul
Tell me where that £54,000 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
- Different team members describe the GTM strategy differently
- No clear primary channel for new customer acquisition
- Commercial narrative leads with product features not buyer outcomes
- Pipeline has activity but low conversion to signed contracts
- sales cycle is long and unpredictable
- marketing and sales activity misaligned
- Strategic: growth is founder-dependent and not scalable
- No structured GTM framework applied to the UK healthcare context
- Channel selection based on founder preference not buyer behaviour
- Commercial narrative written for the product not the buyer's problem
- No qualification framework to focus sales effort
- GTM was built for a different market and applied to UK without adaptation
How to fix it
A UK healthcare GTM strategy has five components: ICP definition, channel selection (which route to market reaches that buyer fastest), commercial narrative (why this, why now, why you), a qualification framework (separating real buyers from exploratory conversations), and a pipeline stage structure. Building all five in sequence before scaling activity is what separates companies that grow predictably from those that grow in bursts.
Frequently asked questions
Why does this problem persist?
GTM strategy in healthcare is genuinely harder than in other sectors. NHS procurement cycles are long, decision-making is distributed across clinical, operational, and financial stakeholders, and the relationship between pilot success and commercial rollout is not automatic. Most founders build their GTM by trial and error rather than from a structured framework.
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.