Most life sciences marketing asks which channel to run. The harder question is whether the market knows what you are yet.
Most life sciences companies reach us with a channel question. More LinkedIn? Is search worth it? Do we need paid?
But that's rarely the real problem. And the real one shows up the same way every time.
You're selling something the market has no established frame for. Your buyer is technical and sceptical, and they're comparing you against an internal alternative rather than a competitor. The sales cycle is long enough that nobody can attribute this year's pipeline.
Channel choice barely moves any of that.
Whether your category has a name, and whether your buyers use it.
Life sciences buyers are unusually literal. If your language doesn't match how they describe the problem, they won't connect your product to their need. And no number of touches fixes that.
So the sequence matters more than the channel. Define the category, build the narrative, then pick the channels that teach it.
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.
Medtech branding. A named category and a problem framed both scientifically and economically. Then a narrative your whole company works from.
Commercial traction. Search visibility, founder-led content, and KOL programs, sequenced so each one compounds on the last.
Investor and exit readiness. The narrative investors underwrite, plus positioning that puts more than one acquirer in the room.
Bring us the one that's stuck. The others tend to surface within a month.
Our depth is in medical devices and diagnostics. But it extends across life sciences wherever the buyer is a clinician, a committee, or an investor.
We're less useful if your motion runs through a pharma sales force or a distributor network. And we'd rather say so on the first call than learn it on your budget.
Omar Khateeb sold surgical robots into hospitals before he built an agency. He hosts State of MedTech, now past 400 episodes.
The investors and strategics you're trying to reach already listen to it. That access is the part a generalist agency can't replicate.
"MarketCraft joined the board of investors meeting, they were very impressed by MarketCraft's results."
Lloyd Mencinger, CEO, Aqua Medical
They start at execution. We start at whether the market can name what you do. If your category is already clear, a cheaper execution shop is the right answer, and we'll say so.
No. Pre-revenue companies are underwritten almost entirely on narrative, so this is when it matters most.
Yes, where the buyer is clinical or institutional. There's a biotech page with more detail.
A monthly retainer, typically across a year, and scope sets the number. You'll have it on the first call.
If five people in your company describe your category differently, that's the whole conversation.
Thirty minutes. No deck.
P.S. Before the call, ask four colleagues separately to describe your category in one sentence. Bring what comes back. It's the fastest diagnostic we know.