Companies often focus commercial efforts on major urban and academic hospitals. However, the actual disease burden and patient populations are often concentrated in rural areas, representing significant untapped demand for medical technology.

A MedTech startup's initial go-to-market may be hospital-by-hospital sales. However, after building a robust evidence base of clinical and economic impact, the sales focus can shift to enterprise-level deals with regional or national healthcare systems, accelerating growth.

When scaling a product internationally, identify universal components (like an invoice template) and build them as a common service. Then, use a well-designed API layer to connect to region-specific logic, such as different payment rails or tax rules, avoiding fragmented, country-specific products.

For health tech companies, Brazil is a powerful proving ground. Its large, self-contained private market operates very similarly to the U.S. system. Validating a product and business model in Brazil provides a strong signal and a potential pathway for successful expansion.

To manage a global business across diverse markets, build a single platform with enough built-in flexibility to meet local regulatory and cultural needs. This avoids the massive overhead of redeveloping features for each market or maintaining a complex, fragmented system.

When rolling out global initiatives, co-create a solution with key markets that addresses 80% of needs. Intentionally leave 20% for local markets to customize, ensuring the strategy is both consistent and flexible enough to work in diverse environments.

Unlike US startups serving one large market, Legora's Swedish origins necessitated immediate expansion into different countries with unique languages and laws. This built a core competency in multi-market operations, making global expansion a natural next step.

Instead of traditional regional HQs, firms should adopt a "capability-first" model. This involves strategically placing functions where excellence exists: basic science in Japan, clinical scale in China, and biologics in Korea. This creates a more efficient, interconnected global R&D engine, breaking from geography-based silos.

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.