An early-stage medical device startup out of British Columbia needed to define how a novel technology would enter the market. We led commercialization strategy — market and channel analysis, economic modeling, branding, and a new web presence — and helped position the device for a Covid-19 government application.
- Timeline
- Multi-year engagement, from 2019
- Scope
- Company-wide commercialization & go-to-market strategy
- Decision Type
- Strategic
- Technology
- Brand identity & designMarketing websiteEconomic models & projectionsSales & marketing collateral
What problem existed
A pre-commercial medical device with novel capabilities but no defined path to market — which markets would value it, and through which channels?
Why it was difficult
The company was creating a new category of device for the health and wellness market, operating as a university/industry partnership. Product development and go-to-market had to be aligned cross-functionally across scientists, university partners, and commercial teams — all under startup constraints that demand flexibility and agility.
What had to be decided
Which market to enter first. Analyzing value and limitations across each candidate market and channel pointed to where the device would win soonest — and gave scientists, university partners, and commercial teams a single answer to align product development behind.
What we made possible
We engaged early in development to define strategy. We analyzed which markets would engage with the device because of its value and the limitations across each market and channel, then worked cross-functionally with the science and university partners to align product development with the markets we intended to enter first — making sure the whole team shared one product vision.
What we built
The build was a commercial and go-to-market foundation rather than a software platform — a device brand identity, a new marketing website, economic models and projections, and the sales and marketing materials needed to take the product to market.
The business result
Our business-development efforts generated genuine client interest in the product, supported by device branding, a new website, economic models and projections, and a strong sales pipeline. Covid-19 later opened a unique opportunity to work with government on a new application for the device.
What remained after the engagement
The commercial foundation — the brand, the economic models, and the market definition — carried the device into new applications, including the government opportunity that emerged during Covid-19.
Founder's Note
"Working with a startup is exciting and requires flexibility and agility. We really enjoyed working with MedTechCo over the years. Covid-19 presented a unique opportunity to work with the government on a new application for the device."
— Dr. Barus, Founder & President
What we achieved
For a novel device, commercialization is as much a product problem as a sales problem — aligning scientists, partners, and commercial teams on which market to win first is what turns raw capability into a pipeline.
Bringing a genuinely new device to market meant answering a product question before a sales one — which market would value it first, and why.
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