Instead of focusing only on physicians, Brainomix positions its AI as a value-add for the entire stroke treatment ecosystem. By helping increase the use of existing drugs and devices, they create strategic alignment with powerful pharma and med device partners.

A genetic diagnostics machine was built to speed up patient diagnosis in hospitals. However, its biggest market turned out to be pharmaceutical companies needing to prove drug efficacy. This highlights how true product-market fit can be discovered accidentally in an adjacent, more lucrative market.

For complex technologies like Transel's DART platform, the most effective sales strategy is demonstrating value directly through proof-of-concept (POC) projects. Successful POCs naturally lead to larger paid work orders and create internal advocacy within client organizations, creating a powerful pull effect.

A successful MedTech platform can be a blueprint for expansion. By identifying new disease areas with similar core problems (e.g., imaging-based diagnosis delays), a company can replicate its proven strategies for product development, evidence generation, and partnerships.

The path to market is unpredictable. For startup Equal, the private market was initially sluggish while NHS contracts provided early revenue. Later, the private market accelerated. Pursuing different verticals with varying sales cycles creates a more stable, 'continual drip' of revenue.

Emerging MedTech companies often view Group Purchasing Organization (GPO) agreements as a silver bullet for market access. However, these contracts require significant post-agreement effort and may be more effective as a later-stage strategy after a company has established itself through other channels.

While conventional wisdom suggests moving upmarket for growth, Sensei chose the opposite path to scale from $40M to $100M ARR. They partnered with Pax8 to target a vast number of smaller customers downstream, leveraging the channel's reach for a "10x proposition" without the heavy investment required for enterprise sales readiness.

A comprehensive go-to-market plan requires more than direct sales or GPO contracts. Companies must develop specific approaches for different channels, including direct contracting with Integrated Delivery Networks (IDNs), using distributors for fragmented markets like ASCs, and forming strategic partnerships.

A common clinical need doesn't mean a one-size-fits-all commercial strategy. To scale globally, companies must appreciate the technical, clinical, and commercial differences in each healthcare system and invest in local resources to navigate them successfully.