The launch of Heme Libra, a 28-day hemophilia treatment, revealed a key challenge: patients accustomed to daily infusions were scared to trust the new, infrequent therapy. This shows that marketing truly disruptive products requires building trust and overcoming ingrained user habits, going beyond just demonstrating clinical superiority.

Despite sound science, many recent drug launches are failing. The root cause is not the data but an underinvestment in market conditioning. Cautious investors and tighter budgets mean companies are starting their educational and scientific storytelling efforts too late, failing to prepare the market adequately.

For new technologies to gain adoption in pharma, the central value proposition must be about de-risking decisions. Leaders and regulators often view the technology as a "black box" and are less concerned with its mechanics than with its ability to give them confidence in making safer, more reliable choices.

Many medtech companies design large trials where a tiny, clinically meaningless response can be statistically significant. Dr. Holman advises entrepreneurs to instead run rigorous trials that prove genuine clinical value, arguing that credible data is the ultimate moat, even if it carries a higher risk of failure.

To overcome resistance, AI in healthcare must be positioned as a tool that enhances, not replaces, the physician. The system provides a data-driven playbook of treatment options, but the final, nuanced decision rightfully remains with the doctor, fostering trust and adoption.

When driving major organizational change, a data-driven approach from the start is crucial for overcoming emotional resistance to established ways of working. Building a strong business case based on financial and market metrics can depersonalize the discussion and align stakeholders more quickly than relying on vision alone.

To gain physician trust, AI companies must move beyond proving their algorithm is accurate. The gold standard is large-scale clinical evidence demonstrating tangible improvements in patient outcomes, treatment rates, and decision-making speed.

Many MedTech companies mistakenly believe a clinically superior product will automatically win market share. This is false. Market adoption is not automatic; it must be designed as intentionally as the product itself to overcome the powerful inertia of the status quo and make the market mentally ready for change.

In high-stakes product decisions, data alone is insufficient to persuade senior leaders. A compelling narrative that taps into emotions and vision is more effective. The better story, even with less supporting data, will often win against a data-dump because decisions are both rational and emotional.