For distributors · medical devices, diagnostics & hospital equipment
You carry the market.
Does your principal carry you?
You know the hospitals, the purchasing committees, the surgeon who decides and the one who only appears to. That knowledge is the whole business — and most of the time it sits with one or two people, unwritten, while the manufacturer sends a target and a slide deck.
I have spent years on both sides of that relationship. Let's have a coffee and talk about it — no agenda, nothing to sign.
What I hear, over and over
Four conversations that repeat in every country.
Different products, different principals, the same four sentences. If one of them is yours, it is not that you are badly run — it is that you are under-supported.
“They gave me the territory and then went quiet.”
Onboarding was three days and a price list. Since then: quarterly targets, a webinar nobody watched, and a marketing pack written for a different health system. You are not asking to be led by the hand. You are asking for a partner who knows what a Spanish tender actually looks like before they set your number.
“Plenty of targets. No strategy behind any of them.”
The number goes up every year and the thinking behind it never changes. Which hospitals first, which specialty opens the door, what the reference-site strategy is, where the price floor really sits — those decisions get made in your car between visits, alone, because nobody upstream is making them with you.
“The commercial operation runs on memory and goodwill.”
Your best rep carries half the pipeline in their head. Handovers are a conversation, not a process. Tenders get found because somebody happened to look. It held together at five people. At fifteen it starts costing you deals you never even hear about.
“I cannot see clearly what is actually working.”
You know the total. You do not know which product line pays for itself after logistics and financing, which account is quietly unprofitable, or which rep is winning on price rather than on value. Without that, every argument with your principal is your instinct against their spreadsheet.
Why me
I have sat in both chairs.
I took a medical device from market entry to 90% of its category in Spanish public primary care — which means I have done the unglamorous part: the tender files, the reference sites, the clinician who needed convincing three times, the year the numbers did not move.
I have also been the country manager on the manufacturer's side, with distributors reporting in. So I know how a request from a distributor gets read in a head-office meeting — which ones get funded, which ones get filed, and what makes the difference between them. It is rarely the size of the ask.
That is the whole reason this page exists. Most advisors sell to the manufacturer. I would rather the two sides of that contract stopped misunderstanding each other.
What this is not
- No deck arrives before we have spoken.
- No 40-page audit you will never read.
- I will not go behind your principal — the good outcome is usually a better contract, not a shorter one.
- If I am not the right person for it, I will say so in the first conversation, and say who is.
If it goes somewhere
Three places this usually starts.
Not packages. Just the three doors people tend to walk through first.
A better conversation with your principal
Turn "we need more support" into a specific, evidenced ask: what the market actually requires, what it costs, and what it returns to them. Manufacturers say yes to numbers far more often than to frustration.
A commercial engine that is yours, not theirs
Pipeline, tender calendar, account tiering, a weekly rhythm that survives holidays and departures. Built into your team, so it stays with you when a contract changes.
Numbers you can hold a position with
True margin by line and by account, cost to serve, which growth is worth having. The point is not a dashboard. The point is walking into the annual review knowing something they do not.
A coffee, or half an hour on a call.
I am not going to ask you to book a paid session with someone you have never met. In this market that is not how trust gets built, and I would not do it either.
So: tell me roughly where you are, and I will reply myself — not an assistant, not an automated sequence. If we both think there is something worth exploring after that, we can talk about what it would take. If not, you have had a coffee with someone who knows your market, and that is fine too.
The first conversation is a call, wherever you are. Half an hour, and neither of us should lose a day travelling for it. If we both think there is something there, I will come to you — Madrid whenever you like, elsewhere in Spain combined with other visits. And if we are at the same congress, tell me and we will meet there. In Spanish or in English, whichever you prefer.
Let's talk — nothing attached
Tell me just enough that the first conversation does not start from zero. Only your name and email are required; the rest only if you feel like it.
Got it. Thank you.
I reply personally, usually within two working days. No proposal, no deck — a conversation first.