Eighteen months after securing product registration in a Gulf state, a Czech diagnostics manufacturer had sold almost nothing there.
The device performed. What failed was the argument being made for it. The company had been presenting clinical performance data to buyers whose spending was governed by a national health strategy, and those two languages never met.
Registration sits with the regulator. Purchasing sits with the ministry and the hospital groups, and the client had spent a year and a half addressing the wrong building.
That ministry had published a target on early detection rates in a defined disease area, with a deadline attached and public accountability behind it. Working with the client's medical affairs team, we rebuilt the case around that target, drawing evidence from health systems of comparable size that had shifted their own figures.
The client made the argument itself. We arranged the hearings and prepared the room, and the client's clinical lead presented to the ministry advisory committee and to purchasing leadership across three public hospital groups. A national medical association followed the discussion and cited the technology in its own submission.
The device entered the public procurement list at the following annual review. First-year volumes exceeded everything the company had shipped there across the preceding eighteen months. Its regional team now runs this method without us, and opened the same conversation in a neighbouring market last year.