Medical device & dental · worldwide

I get products into new markets — and build the revenue motion that sells them

Consulting for medical device and dental companies: market selection and country launch, distributor networks that actually perform, and the sales, pricing and marketing discipline that makes a new market compound instead of plateau.

Book a fit call →See medical device case studies

01 / Record

Distributor network

15+

countries reached with the channel programs built

Two separate channel builds, each from zero.

Sales growth

~300%

year-on-year regional sales growth

Across a multi-country region, in one role.

Market openings

new Asia-Pacific markets opened

One engagement, nine markets, same playbook.

Export share

10%

of total company sales reached by implant exports — doubled

A traditional exporter going direct for the first time.

02 / Growth & market entry

Getting into the market

The two services no generalist can claim: deciding where to go and how to enter, and finding the partners who will carry the product once you are there.

Flagship

New market entry

The full entry program for a new country or region — the decision, the plan and the launch, in one engagement.

Market selection and sizing across the region
Entity, registration and product-approval path
Market-entry pricing and positioning
Launch plan, first-campaign design and channel onboarding
Handover pack for the eventual full-time hire

Why me: opened nine new Asia-Pacific markets for a dental imaging manufacturer and six for a dental implant manufacturer — owning registration, pricing, launch and the handover.

Flagship

Partner & distributor search

Find, qualify and sign the right distributor — not the first one that says yes — then hold them to a number.

Partner sourcing, screening and qualification criteria
Commercial term negotiation and pricing discipline
Enablement: training, materials, first-order support
Performance review cadence and replacement decisions

Why me: built distributor networks spanning more than fifteen countries, owning sourcing, qualification, negotiation and partner enablement.

Core

Sales & channel leadership

Own the number without owning the headcount — quota design, forecasting and pipeline discipline for a team or a partner network.

Quota, forecasting and pipeline review cadence
Distributor and partner performance management
Outbound and product-led demand generation (SQL / PQL)
Ramp and enablement for new team and partner sellers

Why me: grew regional sales roughly 300% year-on-year, doubled a manufacturer's implant export sales, and ran the full SQL/PQL outbound motion.

Core

Strategy & pricing

The decisions that have to be made before the spend — market prioritization, pricing and portfolio positioning.

Market prioritization and portfolio strategy
Pricing and packaging for a new market
Channel and portfolio structure decisions
Board-level advisory rhythm

Why me: set market-entry and portfolio pricing alongside executive management, and structured multinational–startup partnerships as co-founder and COO of a Seoul venture builder.

03 / Demand & go-to-market

Making the market buy

Demand generation that matches a medical buying cycle, and the measurement layer that keeps a multi-market business from starting over in every new country.

Demand

Marketing & demand generation

Evidence-led, channel-aware, and built to support partners rather than compete with them.

Market-entry positioning and messaging
Launch campaigns and content for a new market
Product marketing, KOL and clinical-evidence-led collateral
Partner sales enablement and training materials

Why me: authored a dental imaging manufacturer's first partner sales training program, and built the B2C commercial system — messaging, 1:1 demonstrations and automated workflows — behind a global channel.

Bundled layer

Revenue operations — bundled, not sold alone

The stack and metrics that make market-by-market growth measurable. Usually folded into the engagements above rather than sold as a standalone project.

CRM implementation and pipeline hygiene
Sales metrics, forecasting and multi-market dashboards
Workflow automation and reporting cadence

Why me: built the RevOps stack from zero — CRM, automated workflows and multi-market dashboards.

04 / Fractional leadership

A regional commercial seat, without the regional hire

A full-time regional director takes months to find and is expensive to get wrong. A fractional seat puts an operator who has run this region into the chair at one or two days a week — with a documented handover when you are ready to hire.

Most requested

Fractional Head of Sales

The regional number owned part-time. For a company that has decided to sell in Korea or APAC but is not ready to put a full-time regional director in the chair.

Quota split across direct and distributor channels
A forecast your board can actually rely on
Partner performance reviews and replacement decisions
Hiring, ramp and handover for the first country hire

1–2 days a week · 3–6 months, renewable

No structure yet

Fractional GTM lead

For a company entering with no regional marketing or sales structure at all — the whole commercial motion, not one seat in it.

Which market first, and why that one
Direct versus distributor, and the economics of each
Market-entry pricing and positioning
Launch plan, first campaigns and partner onboarding

Fixed-scope project, or retainer · scoped on diagnosis

Most senior

Fractional CSO

Board-level commercial counsel for companies already selling in one or more countries — portfolio decisions rather than launch execution.

Multi-country portfolio and market prioritization
Pricing architecture across markets and channels
Partnership, JV and licensing structuring
The commercial story for a board, investor or acquirer

1–2 days a month · quarterly rhythm

What fits in 1–2 days

One country, one region, or one channel program at a time. If the scope needs more than that, the honest answer is a full-time hire — and I will say so on the call.

Against the two alternatives

A device company entering a region has three options. This is the honest comparison, including where a fractional seat is the wrong answer.

	Fractional seat	Full-time regional director	Distributor-only
Time to first revenue	Weeks — the seat is filled while you search	Months of search before anyone is selling	Immediate, but nobody owns the plan
Cost before you know it works	A defined retainer you can stop at the end of a term	A full package and a notice period, committed up front	Lowest cash, highest dependency on one partner
Who owns the number	You do — with someone accountable for the forecast	They do	Nobody: the partner reports what suits them
Partner and channel management	Sourcing, negotiation, enablement and review cadence	Same, once the hire is in place	Left to the partner’s own priorities
Pricing decisions	In scope — entry pricing is set with you	In scope only if the role is scoped that wide	Usually shaped by the distributor’s margin needs
How it ends	Documented handover pack, plus interview support for your hire	Resignation, restructure, or a long goodbye	Contract term or termination clause

The handover is the point, not a caveat: this seat is designed to end. If you intend to build a permanent regional team, a fractional engagement is how you buy the time to hire well — and it is the wrong choice if you actually want someone to run the region indefinitely.

05 / Engagement shapes

How an engagement runs

Four discrete shapes and their commitment levels — so you can picture the work before you commit to it, and so you know exactly where it ends.

STEP 01

Diagnostic

Two to three weeks. Market prioritization, pipeline and channel audit, written entry plan with a decision on which market goes first.

STEP 02

First 90 days

Launch execution: pricing set, partner conversations opened, funnel instrumented, first reporting cadence live.

STEP 03

Operate & compound

Ongoing fractional ownership of the number — partner management, pipeline review, market-by-market metrics.

STEP 04

Handover

Documented playbook and, if you are hiring, scorecards and interview support for the full-time replacement.

Engagement	Shape	Best for	Commitment
Market-entry sprint	Fixed scope, 4–6 weeks	A company that needs a market decision and a launch plan it can act on	Project fee, one market
Fractional retainer	1–2 days a week, 3–6 months	A company that needs the number owned while it hires behind you	Monthly retainer
Advisory	Monthly or quarterly	Leaders who need a second opinion, not execution	Half-day plus prep
Board / CSO advisory	By relationship	Companies already past the first market	Quoted on scope

Pricing: starting figures for the sprint and the retainer, or “quoted per scope” throughout — publishing a starting number filters unqualified inquiries faster.

06 / Selected work

Three market entries, three different problems

Chosen because they are structurally different — a scaling imaging manufacturer, a software company building a channel from nothing, and a traditional exporter going direct for the first time.

Case 01 · APACGrowth

Nearly 300% year-on-year growth across nine new markets

Built the Asia-Pacific distribution network for a dental imaging manufacturer across nine new markets, contributing to nearly 300% year-on-year sales growth. Registered products and provisioned infrastructure in each market, and wrote the company's first partner sales training program.

Outcome ~300% YoY growth

Case 02 · GlobalChannel + systems

15+ countries and a commercial system built from zero

Expanded a dental software company's distributor network to more than fifteen countries while building the commercial system behind it — CRM, automated workflows, messaging and 1:1 product demonstrations — plus the RevOps stack and multi-market dashboards.

Outcome 15+ countries · RevOps built

Case 03 · US / SEAExport growth

Doubled export sales at a traditional implant manufacturer

Opened six new markets across the United States and Southeast Asia, doubling implant export sales. Owned the full customer-creation cycle from contract and price negotiation through device registration, logistics and collection.

Outcome 100% export growth

Figures above are the ones to verify before publishing — each is probed in the first client call. Charts are illustrative of the shape of the work, not client-reported data.

07 / Qualification

Who this is for

Being explicit about the wrong fit saves us both a call. If you are in the right-hand column, I will tell you on the call and point you somewhere better.

A good fit

Medical device, dental or health-tech company with a product already selling in at least one market
Seed to Series C, roughly 10–150 people, no regional sales leader yet
Evaluating a new country or region — Asia-Pacific, Europe, North America, or a Korean company going outbound
Willing to run a bounded diagnostic before committing to a retainer

Probably not a fit

Pre-product or pre-revenue — you need product work, not market entry
Looking for a sales rep, a lead list, or a staffing placement
Want a full-time executive title rather than a fractional engagement
Need a regulatory-only or legal-only adviser — that is a different specialist

07 / Next step

Which market are you trying to enter?

A short call is enough to work out whether a market-entry sprint makes sense, or whether you are better off hiring directly.

Book a fit call →Read the case studies

Prefer to write first?

devin@devingraber.com

Reply within two business days, from me rather than a sequence.