If your buyer is a value analysis committee, most healthcare marketing playbooks were built for somebody else.
Search for a healthcare marketing agency and you'll mostly find agencies that serve providers.
Hospital systems, dental groups, private practices, clinics. Their work is patient acquisition and appointment volume, and they're good at it.
But if you sell technology into healthcare, none of it applies to you.
Your buyer is a committee. Your sales cycle runs quarters, and your claims go through regulatory. Nobody is Googling their symptoms and finding you.
We work on the other side of that line.
Companies whose customer is the health system rather than the patient.
If you're a provider marketing to patients, we're the wrong agency, and we'll say so on the first call. Plenty of firms do that well. We're not one of them.
That's the single most searched thing in this space, and most of what you'll find is built for patient acquisition. Local search, appointment bookings, review volume.
But selling technology into a health system is a different search problem. Your buyer researches alone, compares three vendors on cost per case, and never fills in a form. We build for that buyer, and the work lives on our medtech SEO page.
Most healthcare marketing starts with channels. We start with whether the market can name what you are.
A buying committee can't evaluate what it can't categorise. If your category has no name, they can't compare you to anything or price the risk. So they defer, and that's most stalled healthcare technology deals.
Medtech branding. A named category and a problem framed clinically and economically. Then a narrative your whole company works from.
Commercial traction. Search visibility on the terms committees use, plus founder-led authority and KOL programs that reach the people signing.
Investor and exit readiness. The narrative investors underwrite, and positioning that puts more than one acquirer in the room.
Bruce Cleveland ran product and marketing at Apple and Oracle, then became a founding partner at Wildcat Venture Partners. He named the space where funded companies with working products stall the Traction Gap.
His second book is Market Engineering, published June 2026, and MarketCraft is acknowledged in it. We apply that framework to healthcare technology, where you can't pivot out of a category you chose badly.
Omar Khateeb sold surgical robots into hospitals before he built an agency. So he knows what happens in the room after the rep leaves.
He hosts State of MedTech, now past 400 episodes, and he speaks at the summits where healthcare funds and strategics gather.
A generalist healthcare agency will learn institutional buying on your budget. We start there.
"MarketCraft joined the board of investors meeting, they were very impressed by MarketCraft's results."
Lloyd Mencinger, CEO, Aqua Medical
Honestly, no. Our work is for companies selling into health systems. A provider marketing agency will serve you far better.
No. Everything we build is aimed at clinicians, committees, and the investors behind them.
We work in regulated claims environments and build review cycles into the calendar. We don't handle protected health data as part of these engagements.
Pre-clearance is usually the cheapest moment to define a category. The market takes longer to form than the product does.
A monthly retainer, typically across a year, and scope sets the number. You'll have it on the first call.
Tell us who signs the purchase order. If the answer is a patient, we'll point you elsewhere in about two minutes.
Thirty minutes with someone who has sold into these accounts. No deck.
P.S. If you're earlier than a conversation, take the MedTech Exit Positioning Score. Four minutes, and it works as a general commercial diagnostic whatever your exit horizon.