The question
How can a diversified MedTech company accelerate growth in government and institutional accounts without treating the public market as a single homogeneous segment?
My role
I led the commercial strategy workstream, combining state prioritisation, account-level opportunity mapping, stakeholder understanding and cross-business coordination into a more focused approach to institutional growth.
What mattered
The work focused on four questions:
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Which states and institutions represented the highest-priority pools of opportunity?
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How did decision pathways, procurement mechanisms and stakeholder structures differ across priority accounts?
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Where could multiple businesses coordinate around shared institutional relationships and opportunities?
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What operating cadence was required to improve ownership, qualification, escalation and conversion of opportunities?
The analytical model was only one part of the answer. In complex institutional markets, growth depends not only on identifying attractive accounts but also on creating clarity around account ownership, opportunity qualification, stakeholder engagement, escalation and cross-business coordination.
The programme therefore moved from broad market coverage toward a more explicit set of priority institutions, decision pathways and commercial actions.
The broader lesson
Commercial strategy should ultimately change where leaders spend time, which accounts receive attention, how opportunities are qualified and how teams coordinate around them.
In complex institutional markets, prioritisation without operating discipline rarely translates into growth. The commercial model and the management cadence have to reinforce each other.