Your rep wins the surgeon in one meeting. We build the economic case that gets past value analysis.
Built on the framework behind Traversing the Traction Gap, applied to medical devices.
Your reps are good. Your data is published. The device works, and the surgeons who use it will tell anyone who asks.
And your deals still take four calls to explain, then die somewhere in value analysis without a clear reason.
If you've been reading that as a sales execution problem, it's worth considering the alternative. Your reps are winning the person who wants the device. Nobody is winning the person who signs for it.
This is the structural fact that makes device marketing different from almost every other kind.
The surgeon wants it. The value analysis committee decides. Procurement negotiates the number, and the service line carries the budget.
Marketing that speaks only to the clinician builds real enthusiasm with no path to purchase. Marketing that speaks only to procurement turns your device into a price comparison.
So the work is making one category story land with both. Your champion has to carry it into a room you'll never be in.
A category the whole company describes the same way. One sentence. Every rep, every deck, every investor call. If five people in your company answer differently today, a committee has no chance.
A problem framed in hospital economics. The clinical benefit opens the door. But cost per case and throughput are what get you through value analysis.
Demand that arrives before the rep does. Search visibility on the terms committees use, plus founder-led authority that compounds instead of resetting every quarter.
Proof your champion can carry alone. Your surgeon advocate has to sell this without you in the room, and most companies never hand them the economic argument to do it with.
Bruce Cleveland ran product and marketing at Apple and Oracle, then became a founding partner at Wildcat Venture Partners. He kept watching funded companies with working products stall between shipping and traction, and he named that space the Traction Gap.
His second book is Market Engineering: Because Markets Don't Engineer Themselves, published June 2026, and MarketCraft is acknowledged in it.
His finding maps almost exactly onto commercial-stage device companies. Most only ever run go-to-market. They run it after the product is finished, then respond to slow revenue by adding reps.
But adding reps to an undefined category multiplies the explaining. It doesn't multiply the closing.
Commercial-stage device companies with a sales force already in the field. Usually Series B and beyond, post-clearance, with revenue growing slower than the plan promised.
If you're pre-clearance or pre-revenue, start on our medtech marketing agency page instead. That work is category creation rather than commercial acceleration, and the sequence matters.
We're also a poor fit if you want a launch campaign executed against a strategy you've already set.
Omar Khateeb carried a bag before he built an agency. He sold surgical robotics into hospitals, so he knows what happens in the room after the rep leaves.
He hosts State of MedTech, now past 400 episodes, and the investors and strategics in your space listen to it.
A generalist will learn hospital buying on your budget. We start there, because it's the only place a device sale is won or lost.
"MarketCraft joined the board of investors meeting, they were very impressed by MarketCraft's results."
Lloyd Mencinger, CEO, Aqua Medical
Usually they've never been given a category definition or an economic argument to work from. We build both, and they run on it. That tends to make them more effective rather than redundant.
Yes. We'll also tell you honestly if the launch date is the real problem rather than the marketing around it.
We build everything so a rep can carry it into an account. If your reps can't use it in a live conversation, we built the wrong thing.
No. We draft with claims constraints in mind, and we build the review cycle into the calendar rather than around it.
A monthly retainer, typically across a year. Scope sets the number, and you'll have it on the first call.
Name the point in your cycle where deals go cold. We'll tell you whether marketing can move it, or whether the constraint sits somewhere we can't help.
Thirty minutes with someone who has sold into these accounts. No deck.
P.S. If you want a read on how your commercial story lands before you talk to anyone, take the MedTech Exit Positioning Score. It takes four minutes, and it's a useful diagnostic even if an exit is years away.