A fixed-scope project that ends with five documents your reps, your board and your website all run from.
Book a Strategy CallMost strategy engagements end with a deck that gets presented once and opened never.
This one ends with a category your reps can name in a sentence, a narrative your investors repeat back to you, and a document that governs the next two years of market decisions.
Six to eight weeks. Fixed scope, fixed price, and you know what you're getting before you start.
Strategic alignment. A working session that gets your founder, your commercial lead and your clinical voice all describing the same company.
The strategic narrative. The description of the world with your category in it, and the world without it. That's the piece that makes investors call a company inevitable.
The market blueprint. Your category named and defined, with the problem framed for the clinician and for the person holding the budget.
The messaging matrix. Every claim you make, mapped to the proof behind it. So your website, your deck and your reps stop contradicting each other.
The market charter. The internal document that governs future market decisions, so all of this survives your next marketing hire.
You own all five permanently. None of it's held hostage to a retainer.
The blueprint, matrix and charter are produced with Traction Gap Partners, whose framework this is.
Week 1. Kickoff and a structured working session with your team. We ask the questions and your people supply the raw material.
Weeks 2 and 3. We draft the category and the problem definition. You review, you push back, and we redraft.
Weeks 4 and 5. Messaging matrix and narrative, on the same loop.
Weeks 6 to 8. The market charter, plus a handover session with whoever's going to execute against it. The range exists because your review pace sets the finish, not ours.
You review at every milestone, so nothing arrives as a surprise at the end.
Market engineering is Bruce Cleveland's framework. Cleveland ran product and marketing at Apple and Oracle, then became a founding partner at Wildcat Venture Partners. He built the framework after watching funded companies with real products fail in the gap between shipping and traction, a gap he named the Traction Gap.
His diagnosis is that most companies only ever run go-to-market, and they run it late. The work of designing and leading a market happens much earlier, and almost nobody does it.
His book Market Engineering: Because Markets Don't Engineer Themselves was published in June 2026, and MarketCraft is acknowledged in it. We're the firm applying the framework inside medtech, where a badly chosen category can't be pivoted away from.
You'll need decision-makers available for two working sessions. If the founder can't attend, the output won't stick, and we'd rather delay than run it without them.
If your category is genuinely settled and buyers already understand where you fit, you don't need this. You need execution, and we'll point you at commercial traction instead.
We'll say that on the first call rather than sell you a project you don't need.
Most companies move into execution with us, because the documents are worth more once somebody teaches them to the market.
Some take the charter in-house and run it themselves. That's a legitimate outcome too, and we build the documents to survive it.
MarketCraft is a medtech market engineering agency, founded by Omar Khateeb. Omar sold surgical robots into hospitals before he built the firm. He now hosts State of MedTech, a podcast past 400 episodes with the founders, investors and operators in this industry.
That matters for this project specifically. The working session only produces something usable if the person running it already knows how hospitals buy, what a value analysis committee asks, and where a category claim falls apart under a clinician.
"MarketCraft joined the board of investors meeting, they were very impressed by MarketCraft's results."
Lloyd Mencinger, CEO, Aqua Medical
The drafting is fast. The weeks exist because you need time to review and disagree, and compressing that just means less pushback and worse output.
Send it over. Sometimes the category is right and only the narrative's missing, and we scope down accordingly.
Yes, and it's usually the cheapest and most useful moment to do it.
You do, permanently, including if you never work with us again.
A fixed price for a fixed scope, quoted on the first call once we know who's involved.
Tell us how your company describes itself today. The gaps usually surface inside ten minutes, and you'll know by the end of the call whether this is the right spend.
Thirty minutes with a founder who has sold medical devices. No deck.
P.S. Ask five people on your team to describe your category in one sentence, separately, before the call. Bring what comes back. It's the fastest diagnostic we know, and it costs you nothing.