The short version: a medical device maker that sells mainly through DME providers grew topline revenue 20% year over year and qualified leads 23% year over year by marketing to the clinicians and facilities who influence the order, then handing that demand to its dealer partners.

The situation

Broda's specialized seating reaches most customers through durable medical equipment (DME) providers. The manufacturer does not control the sale, the dealer does. But dealers carry hundreds of products, and a chair only gets recommended when a therapist, a nurse, or a facility leader asks for it by name.

The constraint

Channel marketing in healthcare fails in two predictable ways: the manufacturer markets past its dealers and creates conflict, or it hands dealers a brochure and hopes. Neither creates demand.

What I did

• Marketed to the people who influence the order. Acute, long-term, and rehab care facilities and the clinicians inside them, with a clear story about lower costs and better outcomes for residents and patients.
• Led with education. A dedicated clinical education team and program, so the brand became the reference therapists and nurses used, not just another vendor.
• Put clinical voices in front. Clinical influencers and real customer stories carried the message further than anything the brand could say about itself.
• Routed demand to dealers. Awareness and demand generation ran through the DME partnerships, so dealers saw marketing as pipeline for them, not competition.
• Built the team and systems to scale it. Grew marketing, design, product development, and education from 3 to more than 12 people, managed a $4.5M+ annual budget, and led the CRM and ERP rollouts that connected marketing to sales.

Results

• Topline revenue up 20% year over year.
• Marketing qualified leads up 23% year over year.
• A 2023 new product launch that reached $1.5M in six months.

What it means for your team

If your healthtech product reaches buyers through distributors, resellers, or referral partners, your marketing has to create demand the channel can close and get credit for. That is a different playbook from direct SaaS, and it is where many healthtech go-to-market plans stall.

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