Strategic Alignment & Prioritization
Start-up Management
Terri had contributed to positive growth as the Vice President of Sales in the Trauma Implant division of a multinational company. She was recently promoted to be the Division President of the struggling Spinal Implant division within the same company. She was pleased to see that the division's development funnel was full of innovative ideas for the segment, but disappointed that her leadership team had differing opinions on the path forward. There was a strategy in place, but apparently the previous president's departure had left executional direction ambiguous for a period of time. Terri had work with Carpe Torrens Consulting in the past and thought our Strategic Alignment and Prioritization program was the solution to bring her team on to the same page.
Pipeline Optimization
Gilberto is the Vice President of Sales & Marketing for a large orthobiologics company. At the recent National Sales Meeting, the most common feedback he heard from his sales organization was "We haven't had a new product launch in three years. What are you guys doing in corporate?" Lisa, who is the Director of Marketing at major surgical instruments company was at a dinner with a key customer who asked, "You launched two products in four months and nothing for the last eighteen [months]. When can I expect the next big thing from [company]?"
Is the feedback from your sales organization and customers in the form of these feast-or-famine statements? Does it feel like you are spending all your resources on breakthrough projects for tomorrow versus line extensions for today? Carpe Torrens Consulting has demonstrated to our clients that "big projects" are not necessarily where they should put all their resources to maximize cash flow. CTC has shown that a robust Project Roadmap with a well-timed cadence of product launches improves the dialogue and cooperation with sales organizations and keeps their customers interested and therefore, leading to increased revenue.
Seize Control of your upstream to create a River of Profitability
Market Readiness
Medical Device & Biologics Consultants from innovation to Launch
Cindy is a General Manager in a small spinal implant company. She has three junior level Product Managers on her marketing team and serendipitously three product launches within the next six month. Cindy wears multiple hats within the company, spending significant time trying turn it into a profitable venture and continue to build a distributor network. These product launches are important to the success of the company and are needed by the sales organization to fulfill a huge market need. Cindy knows that staging these launches over a longer period of time would provide more impactful launches individually and be more manageable within the sales organization, but upper management wants them all out as soon as possible. She would like to hire someone with marketing leadership experience but does not have the headcount or the funding to bring on someone at that level. A colleague of hers recommended talking to Carpe Torrens Consulting.
Gary is awake more consecutive late nights than he cares to count ... focused on making his technology into a cardiovascular medical product that will make a difference in the quality of life for patients. His investors are asking for his go-to-market strategy but he considers himself the technology guy. Gary doesn't want to give up equity to bring someone on board right now and he is so close to that breakthrough that will make his technology significant. He is thinking that he does need someone that can get his technology to that next level of funding or else, he may have wasted too many nights in the lab.