Bridging clinical evidence and commercial strategy

You’ve got great data, so why isn’t anyone buying?

A quote from a conversation last week, “Our early trial results are strong. But it’s not landing with commissioners/ payers and providers. What are we missing?”

This is a common challenge. You've spent months (or years) running pilots, collecting data, getting the clinical detail right. You finally have a set of outcomes you're proud of. But when it comes to commercial traction, there's a stall.

The disconnect between clinical evidence and commercial impact is more common than many realise. It's not about bad data. It's about a missing bridge.

Evidence may be your strongest current, but it needs direction to power growth.

The disconnect: Clinical rigour vs commercial relevance

Medical device and HealthTech companies, particularly those led by clinicians or researchers, often build their story around clinical strength. It’s understandable. In healthcare, evidence matters and this is how you earn credibility and trust. But that’s only one part of the conversation.

Health systems are under pressure. Decision-makers in commissioning, procurement, or partnerships aren’t just looking for clinical improvement. They’re weighing up cost, workload, pathways, implementation, risks, and strategic fit. So when a founder says, “We reduce readmission rates by 25%,” the next question is often, “So what?” Not because it’s unimpressive, but because it hasn’t yet been translated into system impact.

Start with the outcome, but don’t stop there

You may have a great set of numbers. The real work is in framing them in ways that make sense to the people you're trying to influence. This often means asking:

• What problem are we solving from the system’s point of view?

• Who cares about this outcome, and why?

• What would change operationally if our solution were adopted?

• Who benefits, who saves money, who has to do things differently?

This shift from “what we’ve proven” to “what this enables” is subtle but essential. It’s how data becomes strategy.

Bridging the gap: a practical approach

Here's a way, I've used before to connect evidence to commercial positioning.

1. Translate outcome -> impact

   Let's say your solution improves medication adherence. That's helpful. But what does that mean in the real world?

• Fewer avoidable admissions?

• shorter treatment durations?

• Less clinical time spent chasing follow-ups?

Translate the number into something the system recognises as a gain.

2. Link impact -> value for the decision-maker
   Value looks different depending on who you’re speaking to:

• For a clinician: more time for complex cases

• For a service manager: reduced variability in care

• For a finance lead: fewer penalties for missed targets

Tailor the message.

3. Evidence → leverage
   Use your data as a door-opener. Bring it into early discussions not just as a proof-point, but as a hook to co-design pathways, seek pilots, or secure endorsements.

Evidence becomes a tool for collaboration, not just validation.

What this looks like in practice

Here's an example:

Before: "our pilot showed a 30% improvement in symptom tracking accuracy"

After: "By improving symptom tracking accuracy by 30%, we reduced unplanned appointments by 18% in just 3 months, freeing up capacity in overstretched outpatient teams and giving clinicians earlier insight into patient deterioration."

It’s still your evidence but now it’s doing more work.

Bringing your evidence to life

Health innovations need both rigour and relevance. Strong data alone doesn’t drive adoption. If clinical data is the anchor of your innovation, then your commercial strategy is the sail. Without both, you won’t get far or you’ll drift in circles.

Bridging these two worlds doesn’t mean dumbing things down. It means building a narrative that helps your audience in the health system see the ‘so what’.

Done well, it makes your evidence easier to adopt, easier to fund, and easier to believe in.