Sales and marketing pull in different directions
Different account priorities, inconsistent messages, and launches that lose force in the field.
MedTech growth & turnaround
Turn a stalled business into a growth engine.
I help MedTech leaders find the commercial constraints holding back growth, make the hard portfolio choices, and install an execution rhythm that lasts.
15+years in global MedTech
25%average annual implant growth
2acquired portfolios integrated
Daniel AltherrCommercial transformation partner
The real problem
Growth rarely stalls because your team lacks ideas.
It stalls because attention, resources, and accountability are spread across too many competing priorities.
The portfolio consumes more than it returns
Too many SKUs, markets, and side projects compete for the same scarce commercial capacity.
Execution becomes a reporting ritual
Meetings track activity, but decisions, ownership, and corrective action remain unclear.
The fix is not another strategy deck.It is sharper choices, aligned teams, and a tighter operating rhythm.
The MedTech Growth & Turnaround Sprint
Four weeks.
Four decisions.
A focused intervention for regional presidents, general managers, business-unit leaders, and commercial executives.
Diagnose
What is actually constraining growth?
Focus
Where should the business place its bets?
Align
What must sales and marketing do together?
Mobilise
Who will do what in the next 90 days?
What leaves the room
A business your team can actually run.
The sprint ends with explicit trade-offs, named owners, and a management system built around the decisions that drive growth.
Commercial growth diagnostic
A fact-based view of the few constraints that matter.
Market and portfolio priorities
Clear choices on where to invest, maintain, or stop.
Sales and marketing alignment
Shared accounts, messages, measures, and ownership.
90-day execution roadmap
Sequenced actions with accountable leaders and deadlines.
Management scorecard
A concise view of progress, risk, and corrective action.
Review cadence
A decision-focused rhythm the team can sustain after the sprint.
When to call
The sprint is designed for a business that cannot wait another planning cycle.
+The region or business unit has missed plan for several quarters
+A launch is underperforming despite strong clinical feedback
+Too many products and markets are competing for attention
+Distributor performance is opaque or inconsistent
+Growth must return without adding headcount
Operator evidence
Experience measured in business decisions, not presentation slides.
These are selected examples from Daniel's MedTech operating career. They show the type of commercial problem-solving behind the sprint.
Growth reset25%
Average year-on-year growth in implants
Sales and marketing were aligned around common priorities, customer needs, and one execution agenda.
Commercial alignment · Growth marketsPortfolio integration2
Acquired portfolios integrated regionally
K2M and Mobius were brought into the regional commercial model where established internal teams did not yet exist.
Acquisition integration · Market developmentCapability building100+
EMEA marketers trained and coached
Commercial leaders were equipped to translate strategy into stronger planning, launches, and field execution.
Leadership · Commercial excellenceResults reflect Daniel's operator experience in employed MedTech leadership roles. Engagement outcomes depend on business context, decisions, and execution.
How the engagement starts
From first conversation to action in four steps.
No long discovery phase. No open-ended consulting programme. The scope, decisions, and working rhythm are explicit from the start.
- 01
Constraint discussion
A 30-minute conversation to test the problem, urgency, and fit.
- 02
Scope and evidence
Confirm the leadership group, decisions required, and data needed.
- 03
Fixed-fee sprint
Run the four-week Diagnose, Focus, Align, and Mobilise process.
- 04
90-day handoff
Launch the operating rhythm, with optional implementation support.
Why Daniel
Daniel Altherr
I have sat on the operator side of the table.
For more than 15 years, I have built and turned around MedTech businesses across established and high-growth markets. I know the pressure of a missed plan, a fragmented portfolio, and a team that needs clarity quickly.
My work combines commercial diagnosis with practical operating discipline. I do not arrive with a generic transformation playbook. We find the constraint, make the decisions, and build the rhythm around your business.
- Global and regional MedTech leadership
- Business turnaround and portfolio integration
- Sales, marketing, and launch execution
- Commercial capability building across EMEA
Selected thinking
Sharp views on commercial growth.
MedTech growth
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Read articleStart with the constraint
If growth is stalled, let's identify why.
A short conversation is enough to establish whether the sprint is the right intervention.
What happens nextI will review your note personally and respond directly.