Medtech · diagnostics · medical devices
Build the engine before you spend the money.
The companies that die scaling are rarely short of demand. They raise, hire six salespeople, open four markets, and discover eighteen months later that none of it repeats. In medtech that is especially punishing: the sales cycle is long enough to burn a whole round before you learn the channel model was wrong.
What this is for
Every plateau I've seen looks like one of three patterns.
Most teams feel all three at once. One is doing the most damage. Naming it is where scaling starts.
Every decision still routes through one person
The business grew because of one person's judgement — and now that same judgement is the ceiling. Whether that is a founder or a director running a product line, the effect is identical: growth is capped by one calendar.
Revenue concentration
A handful of accounts, one channel, or a single geography carries the number. It feels like strength until it is the thing keeping you awake — because losing one line breaks the year.
Operations debt
What worked at the start is quietly breaking now: manual hand-offs, tribal knowledge, no operating rhythm. You are not short of demand — you are short of the system to carry it.
This is not a question of size
The unit is the growth engine, not the company. It can be a whole business — seed, start-up or established — or a single product line inside a large manufacturer that is not using half its potential. A €200M company with a product line that should be ten times bigger has exactly the same missing machinery as a company doing this for the first time.
The method
I've done the climb myself. Now I do it alongside you.
I took a medical device from market entry to 90% share and 85% penetration of automatic ABI devices in Spanish public primary care — through tender-driven buying, clinical evidence, and a distribution engine built one account at a time.
That is real operational experience, not a slide deck. You get an honest opinion, including when it is not the one you were hoping for. And when we are done, the capability stays in your team, not with me.
1 · We name the real constraint
Not the symptom you feel — the one system that, once fixed, unlocks the rest. The Scorecard starts this; the Diagnostic finishes it.
2 · We architect the engine
A repeatable revenue engine and the operating rhythm to run it — designed for a regulated, tender-driven market, not a generic playbook.
3 · We install the operating system
Decisions stop routing through one person. The business carries the number without depending on one calendar.
How we work together
Start small. Scale the relationship as it earns it.
One entry point that costs you nothing but five minutes.
Scale Scorecard
FreeA 5-minute diagnosis of your single biggest constraint.
Scale Sprint
€390–€590A 90-minute working session and a 1-page constraint memo you keep.
Scale Diagnostic
Fixed fee (from ~€4,500)The full read of your growth engine and the plan to fix it.
Growth Architecture
Project After the Scale DiagnosticWe build the revenue engine and the operating rhythm, together.
Advisory Retainer
Monthly After the Scale DiagnosticOngoing executive-level counsel as you scale.
Fixed-fee wherever possible. The Scale Sprint is a working session, not a sales call — you keep the memo whether or not we ever work together again.
Bigger than a Sprint?
A Diagnostic, an Architecture project or a retainer starts with a free first meeting — an hour, confidential, NDA on request. You leave knowing how I work and how I charge, and if it fits you get a written offer with deliverables, milestones and named people on both sides.